ACADEMIC REGULATIONS AND COURSE CONTENTS

GOVERNING MBA DEGREE [DAY] OF BANGALORE UNIVERSITY

(2014-2015 ONWARDS)

UNDER CHOICE BASED CREDIT SYSTEM (BU-PG-CBCS, 2014)

(FRAMED UNDER SECTION 44(1), (C), OF K.S.U. ACT 2000)

CANARA BANK SCHOOL OF MANAGEMENT STUDIES

(Post Graduate Department of Management)

BANGALORE UNIVERSITY, CENTRAL COLLEGE CAMPUS,

PALACE ROAD,

BANGALORE-

560 001.

Phone: 080-22961972

Email: directorcbsms@gmail.com

Website: www.cbsms.co.in

Dear Stakeholder, 28th March, 2015 Management Education in India and Karnataka is passing through an upheaval of crisis and uncertainty. Stakeholders have concern on its quality and excellence. One such idea is to make the course contemporary and relevant to the times through stakeholders approach. MBA syllabus of 2014-15 is a humble step in this direction. CBSMS of Bangalore University undertook a scientific process of overhauling the curriculum. The expectations of 770 stakeholders were surveyed during December, 2013 and January, 2014. A StakeholdersSyllabus Review Committee was constituted by Board of Studies to arrive at the course matrix. This was reviewed and deliberated by all concerned vigorously. Various drafts of the syllabus were uploaded on the website for dissemination and feedback. Finally, the Academic Council approved it during the Golden jubilee year of Bangalore University on 27th March, 2015. All stakeholders played a very key role in the process of developing the syllabus. I thank them immensely for their wholehearted support. In particular, I would like to thank

DrPankaj Chandra, Former Director IIMB; Dr N Jayashankaran, Advisor, NMIMS; DrPrashanthBharadhwaj, Indiana University of Pennysylvania; DrShalini Rajneesh, Government of Karnataka; DrGopalMahapatra, Chief Learning Officer, RPG Enterprises; DrVasanthiSrinivasan, IIMB; DrGiridharGyani of Association of Health Providers of India; SudheeshVenkatesh of National HRD Network; Dr M H Balasubramanya of Indian Institute of Science; Dr V Rajesh Kumar of VittamPravinaGurushala; Dr P NageshwaraRao of Osmania University; DrMustiary Begum of Mangalore University; N Sreenivasan, Former Director General, Confederation of Indian Industry; Dr D Gopalakrishna, Formerly Associate Professor, CBSMS, A N Chandramouli of BCIC and BasantNayak, Head of Business Development, AdaniAgrifresh Ltd

Directors/Deans/Faculty members/Students/Alumni of various MBA colleges affiliated to Bangalore University

Faculty colleagues of CBSMS, Prof K. Janardhanam, Dr.Cynthia Menezes, Dr.Y.Nagaraju, Dr.RitikaSinha and Dr. M. Nirmala

Non-teaching staff, research scholars of CBSMS and staff of Central Placement Cell.

All others who helped us directly and indirectly as well as those invisible/ silent heads, hands and hearts in and outside CBSMS.

The real challenge starts now. I need your best wishes and support. Yours truly,

(Prof M.K.Sridhar, Ph.D.,) Director, CBSMS & Chairman, Board of Studies

1

ACADEMIC REGULATIONS

PERTAINING TO MBA DEGREE (DAY) OF

BANGALORE UNIVERSITY

(2014 – 2015 ONWARDS)

Under Choice Based Credit System

(BU-PG-CBCS, 2014) (Framed under section 44 (1), (C) of K.S.U. Act 2000)

CANARA BANK SCHOOL OF MANAGEMENT STUDIES,

BANGALORE UNIVERSITY, CENTRAL COLLEGE CAMPUS,

PALACE ROAD BANGALORE 560 001

� 080 22961972

� directorcbsms@gmail.com

www.cbsms.co.in

2

REGULATIONS PERTAINING TO MBA DEGREE (DAY) COURSE

1. TITLE

These regulations shall be cited as Academic Regulations Pertaining to MBA Degree (Day) of Bangalore

University (2014 – 15 onwards) under Choice Based Credit System (BU-PG-CBCS, 2014) of Faculty of

Commerce and Management under Bangalore University.

2. EXTENT OF APPLICATION

These regulations will apply to Post Graduate Program in Management being run in Canara Bank School of

Management Studies and its affiliated colleges having approval of the University/AICTE as the case may be for

the following course:

MASTER OF BUSINESS ADMINISTRATION (CHOICE BASED CREDIT SYSTEM) (MBA-CBCS – 2014 – 15 ONWARDS)

3. MINIMUM ELIGIBILITY FOR ADMISSION AND ADMISSION PROCEDURE

• A graduate degree under 10+2+3 or 10+2+4 pattern under any discipline securing at least 50% marks in

aggregate including languages from a recognized University in India or abroad.

• Honors degree under 10+2+4 pattern from a recognized university under UGC Act having at least 50%

marks in aggregate including languages.

• Candidates who have passed bachelor / master degree through correspondence / Open University system

from this university or from any other university recognized by law are exempted from 10+2 pattern. The

duration of the degrees must be three and two years respectively.

• Candidates who pass bachelor/master degree in any university system in single sitting pattern are not

eligible.

• In case of SC/ST/Cat I candidates, there will be a relaxation of 5% in the aggregate of marks obtained.

• All admissions to CBSMS and affiliated colleges will be made through an entrance test conducted by

appropriate body as approved by Government of Karnataka and State Level Counseling based on Rank

Merit and the reservation rules based on the seat matrix as announced by the Government of Karnataka

from time to time.

4. DURATION OF THE COURSE

The duration of the MBA program shall extend over 4 semesters (two academic years) of 16 weeks or

more each with a minimum of 90 actual working days of instruction in each semester and 2 to 3 weeks of

examinations.

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5. MEDIUM OF INSTRUCTION

The medium of instruction for all subjects and examination shall be English only.

6. MINIMUM CREDITS AND MAXIMUM CREDITS

• There shall be three categories of courses viz., Core and Compulsory Course, Specialization Course and

Open Elective Course/Soft Core Course. The Open Electives are the University approved Courses offered

by other Departments of Bangalore University.

• The credits for each of Compulsory Course and specialization course may vary from 2 to 4 credits. In case

of open electives course, each paper shall be of 3 credits. A student is required to take one open elective

course in III Semester

7. ATTENDANCE

• Each paper shall be taken for the purpose of calculating attendance.

• Students are required to attend for not less than 75% of the classes in each subject in order to be eligible

to appear for the University examinations.

• The statement of attendance shall be displayed on the Notice Board by the institution at end of every

month for information of students.

• Five marks in Internal Assessment shall be awarded based on the percentage of attendance as an incentive

to the student for regularity in attendance.

• A student who does not satisfy the requirement of percentage of attendance shall not be permitted to

take the examination of that paper(s).

8. SEMESTER-WISE CREDIT DISTRIBUTION:

CATEGORY

CREDITS TO BE COVERED IN

TOTAL CREDITS SEM -1 SEM – 2 SEM – 3 SEM – 4

COMPULSORY CORE SUBJECTS 24 24 8 4 60

SOFT CORE SUBJECTS 2 2 * * 4

SPECIALIZATION SUBJECTS 0 0 12 12 24

GENERAL OPEN ELECTIVE

(INTER DISCIPLINARY)

* * 3 * 3

INTERNSHIP * * 3 * 3

DISSERTATION * * * 10 10

TOTAL 26 26 26 26 104

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9. SCHEME OF EXAMINATION

A) Internal Assessment Test

Each of the course would have two components – the First being Internal Assessment Marks and Second being Semester

end exams. The Internal Assessment (IA) are based on the continuous internal assessment.

• Each paper will carry 100 marks of which 30 marks for Internal Assessment and remaining 70 marks for written

examination to be held at the end of each semester. The duration of the written examination for each paper shall

be 3 hours.

• The various components of Internal Assessment for 30 Marks are as follows:

I AND II SEMESTERS MARKS III & IV SEMESTER MARKS

Attendance

Two internal tests

(one announced & one surprise)

Assignment

Presentation

Books/Journal article review

5

10

5

5

5

Attendance

One internal test

(surprise)

Case Study Preparation

Mini Project

5

5

10

10

Total 30 Total 30

% of Attendance Marks

75 - 79 %

80 - 84 %

85 - 89 %

90 – 94%

95 +

1

2

3

4

5

B) Final Examination

There shall be a University examination at the end of each semester in the prescribed papers which carries 70

marks each. (Online examination might be introduced subject to approval of appropriate bodies of Bangalore University in the

course of present scheme.)

10. TIME LIMIT FOR COMPLETION

The candidate shall complete the programme within the period as prescribed in the regulation governing the

maximum period for completing MBA programmes from the dates of admissions. It is generally twice the

number of years of the programme. The term completing the programme means passing all the prescribed

examinations of the programme to become eligible for the degree.

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11. MINIMUM FOR A PASS

11.1 A candidate shall be declared to have passed the PG program if he/she secures at least a CGPA of 4.0

(Course Alpha-Sign Grade C) in the aggregate of both internal assessment and semester end

examination marks put together in each unit such as theory papers / practical / project work /

dissertation / viva-voce.

11.2 The candidates who pass all the semester examinations in the first attempts are eligible for ranks

provided they secure at least CGPA of 6.0 (or Alpha-Sign Grade A).

11.3 The results of the candidates who have passed the fourth semester examination but not passed the

lower semester examinations shall be declared as NCL (Not Completed Lower semester examinations).

Such candidates shall be eligible for the degree only after completion of all the lower semester

examinations.

11.4 A candidate who passes the semester examinations in parts is eligible for only Class / CGPA and Alpha-

Sign Grade but not for ranking.

11.5 There shall be no minimum in respect of internal assessment.

11.6 A Candidate who fails in any of the unit / project work / Project Report / dissertation / viva-voce shall

reappear in that unit / project work / Project Report / dissertation / viva-voce and pass the

examination subsequently.

12. CARRY OVER PROVISION

Candidates who fail the lower semester examinations may take higher semester examinations.

13. PROJECT WORK

Each candidate should undertake a Project work immediately after the second semester examination and

submit a bound copy of the report within two weeks of commencement of III Semester. This project, under

the guidance of a faculty of the institution, has to be on a live management problem/issue concerning either

an organization or otherwise. The purpose of the project is to develop larger life skills and positive attitude

among students who have to have wider perspective on society/organization. This could involve a desk

study/data analysis/ extension work or exploration of an idea or its implementation. In other words, a

Management student is expected to enrich with competency/skills/attitudes and perspectives about live

society and organization.

The duration of the project is four weeks after the completion of II Semester and before the commencement

of III Semester. There will be 25 marks for project report and 25 marks for viva voce. A minimum of 25 marks

out of 50 is required for a pass in the project work. The viva and the project report will be evaluated by a

member of the panel of examiners and the concerned faculty guide. Specific guidelines will be issued by PG

Department of Management from time to time.

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14. DISSERTATION

Every student is required to work on a project in the area of his/her specialization and prepare a dissertation

report under the supervision of a Faculty guide. Prior to the actual work, the students are required to submit a

synopsis of the dissertation incorporating the statement of problem, objectives and methodology to be

followed and submit the same to the Director, Management Studies, BUB. The dissertation has to be

organization specific but not a macro study or freelance.

The dissertation duly signed by the guide and certified by the principal/director is to be submitted in a bound

copy and a soft copy to the university at the end of the fourth semester before the commencement of the

semester examination. The dissertation shall be evaluated for two hundred marks by two examiners (One of

them will be the faculty member who has guided the work and other will be the external examiner appointed

by the BOE). A minimum of 100 marks is required for a pass in the dissertation. There shall be a viva-voce

examination for 50 marks on the dissertation. Viva-voce will be conducted by Board of Examiners/examiners

authorized by Chairman of BOE. A minimum of 25 marks is a must for pass in the viva-voce examination.

Student has to work for not less than 45 days on full time basis on the Dissertation. There will be no classes

during this period. Detailed guidelines will be issued by PG Department from time to time.

15. CLASSIFICATION OF SUCCESSFUL CANDIDATES: SEMESTER WISE

EIGHT POINT ALPHA – SIGN GRADING SCALE

GRADE POINT AVERAGE <4 4-<5 5-<5.5 5.5-<6 6-<7 7-<8 8-<9 9-10

ALPHA-SIGN GRADE D C B B+ A A+ A++ O

The Grade Point Average (GPA) in a Semester and the Cumulative Grade Point Average (CGPA) at the end of

fourth semester shall be computed as follows:

16.1 COMPUTATION OF GRADE POINT AVERAGE (GPA):

The grade points (GP) in a course shall be assigned based on the basis of actual marks scored in that course as

per the table below. They shall be generally percentages divided by 10. The Grade Point Weights (GPW) shall

then be calculated as the product of the grade points earned in the course and the credits for the course. The

total GPW for a semester is obtained by adding the GPW of all the courses of the semester.

ILLUSTRATION 1 (26 CREDITS)

PAPERS P1 P2 P3 P4 P5 P6 P7 TOTAL

MAX. MARKS 100 100 100 100 100 100 100 700

% MARKS OBTAINED 77 73 58 76 64 66 82 496

GRADE POINTS EARNED (G.P.) 7.7 7.3 5.8 7.6 6.4 6.6 8.2 -

CREDITS FOR THE COURSE (C) 4 4 4 4 4 4 2 26

TOTAL GPW = GP X C 30.8 29.2 23.2 30.4 25.6 26.4 16.4 182

7

Semester Aggregate Marks : 496 / 700 = 70.86%

Classification of Result: First Class with Distinction

The GPA shall then be computed by dividing the total GPW of all the courses of study by the total credits for

the semester, GPA = Total GPW / Total Credits = 182 / 26 = 7.0

Semester Alpha Sign Grade: A+

ILLUSTRATION 2 (24 CREDITS)

PAPERS P1 P2 P3 P4 P5 P6 TOTAL

MAX. MARKS 100 100 100 100 100 100 600

% MARKS OBTAINED 67 73 78 76 84 88 466

GRADE POINTS EARNED (G.P.) 6.7 7.3 7.8 7.6 8.4 8.8 -

CREDITS FOR THE PAPER 4 4 4 4 4 4 24

TOTAL GPW = GP X C 26.8 29.2 31.2 30.4 33.6 35.2 186.4

Semester Aggregate Marks: 466 / 600 = 77.67%

Classification of Result: First Class with Distinction

GPA = Total GPW / Total Credits = 186.4 / 24 = 7.77

Semester Alpha Sign Grade: A++

16.2 CALCULATION OF CUMULATIVE GRADE POINT AVERAGE (CGPA)

The Cumulative Grade Point Average (CGPA) at the end of the fourth semester shall be calculated as the

weighted average of the semester GPW. The CGPA is obtained by dividing the total of GPW of all the four

semesters by the total credits for the programme.

ILLUSTRATION 3

SEMESTER I II III IV TOTAL

TOTAL MARKS PER SEMESTER 700 700 600 600 2600

TOTAL MARKS SECURED 496 560 466 510 2032

SEMESTER ALPHA SIGN GRADE A+ A++ A+ A++ -

SEMESTER GPA 7.0 8.0 7.77 8.5 -

SEMESTER CREDITS 26 26 24 24 100

SEMESTER GPW 182 208 186.5 204 822.9

Aggregate Percentage of Marks = 2032 / 2600 = 78.15 %

Classification of Result: First Class with Distinction

Cumulative Grade Point Average (CGPA)

= Total of Semester GPW / Total Credits for the programme =

780.5 /100 = 7.805

Programme Alpha Sign Grade: A++

These are the sample illustrations of computing semester grade point averages and cumulative grade point

average and the alpha – sign grades assigned.

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17. PATTERN OF QUESTION PAPER

The pattern will be decided by the Board of Studies from time to time. The Post Graduate Department of

Management of Bangalore University will communicate all affiliated colleges about the pattern as well as the

changes therein.

18. OPEN ELECTIVE

One course is offered as open elective during the III semester of MBA Programme. Details of this course will

be decided by the Board of Studies.

19. SPECIALIZATION STREAMS

The students have choice to go in for either dual specialization or single specialization depending upon their

interest. In case of dual specialization, the students could opt for any two out of the specializations streams

offered by Bangalore University. In each of the two specializations, the student has to choose for not less than

12 credits of elective papers under their respective specialization streams offered during III and IV Semester of

MBA. In other words, the students have to opt for minimum of 12 out of 24 credits in any of the specialization

stream during III and IV semesters.

In case the students choose to pursue a single specialization, then the student has to obtain 24 credits under

the concerned specialization stream. In case of dual and single specialization, the statement of marks as well

as degree certificate will display the specialization stream/s pursued by the student as per the regulations

provided as above.

Each institution could decide about the minimum numbers of students required to offer any specialization. In

any case, there must be a minimum of 10 students and the college could offer by fixing the minimum number

either 10 or above depending upon the needs of the students and the availability of faculty. The Board of

Studies of Management could explore collaborations and partnership either with associations, industry body,

individual companies and other enterprises for the purposes of curriculum design, delivery, faculty

development, publication of study material and case studies and placements. The BOS is also authorized to

make necessary changes in the specialization streams as well as electives offered under the specialization

streams

20. FOUNDATION COURSES AND ADD ON COURSES

The foundation courses to be designed and delivered by the institutions to their students enrolled under the

present MBA Programme will be decided by the Board of Studies from time to time. In case of add on courses

also, the Board of Studies could decide on the type and nature of the courses as well as the possible

collaborations and partnership with various bodies. It is recommended that each college organize one week

to ten days of induction programme for the student of I semester before the commencement of classes.

Similar induction could be planned at the time of the commencement of III Semester of MBA also.

9

21. COURSE MATRIX

SUBJECTS

PAPER INSTRUCTION

HRS/WEEK

DURATION

OF

EXAM(HRS)

MARKS

CREDITS IA EXAM TOTAL

A) I SEMESTER

CORE SUBJECTS:

1.1 ECONOMICS FOR MANAGERS

1.2 ORGANIZATIONAL BEHAVIOUR

1.3 ACCOUNTING FOR MANAGERS

1.4 STATISTICS FOR MANAGEMENT

1.5 MARKETING FOR CUSTOMER

VALUE

1.6 BUSINESS AND INDUSTRY

6T

6X4

6X3 6X30 6X70 6X100

6X4

SOFT CORE:

1.7 COMMUNICATION SKILLS

1T 1X2 1X3 1X30 1X70 1X100 1X2

TOTAL CREDITS 26

SUBJECTS

PAPER INSTRUCTION

HRS/WEEK

DURATION

OF

EXAM(HRS)

MARKS CREDITS

IA EXAM TOTAL

B) II SEMESTER

CORE SUBJECTS:

2.1 TECHNOLOGY FOR MANAGEMENT

2.2 MANAGERIAL RESEARCH METHODS

2.3 ENTREPRENEURSHIP AND ETHICS

2.4 HUMAN CAPITAL MANAGEMENT

2.5 FINANCIAL MANAGEMENT

2.6 QUANTITATIVE TECHNIQUES AND

OPERATIONS RESEARCH

6T

6X4

6X3 6X30 6X70 6X100

6X4

SOFT CORE:

2.7 INNOVATION MANAGEMENT

1T 1X2 1X3 1X30 1X70 1X100 1X2

TOTAL CREDITS 26

10

SUBJECTS

PAPER INSTRUCTION

HRS/WEEK

DURATION

OF

EXAM(HRS)

MARKS CREDITS

IA EXAM TOTAL

C) III SEMESTER

CORE SUBJECTS:

3.1 STRATEGIC MANAGEMENT &

CORPORATE GOVERNANCE

3.2 PROJECTS AND OPERATIONS

MANAGEMENT

ELECTIVE SUBJECTS

3.3 FINANCE

3.4 MARKETING

3.5 HUMAN RESOURCES

3.6 HEALTH CARE MANAGEMENT

3.7 BANKING FINANCE AND

INSURANCE

SERVICES MANAGEMENT (BFIS)

3.8 STARTUPS AND SMES

MANAGEMENT

THREE ELECTIVES IN

SPECIALIZATION STREAMS

5T 5X4 5X3 5X30 5X70 5X100 5X4

3.9 OPEN ELECTIVE: 1T 1X3 1X3 1X30 1X70 1X100 1X3

3.10 PROJECT WORK FOR 4 WEEKS 1X50 - 1X50 1X3

TOTAL CREDITS 26

11

SUBJECTS

PAPER INSTRUCTION

HRS/WEEK

DURATION OF

EXAM(HRS)

MARKS CREDITS

IA EXAM TOTAL

D) IV SEMESTER

CORE SUBJECT:

4.1 INTERNATIONAL BUSINESS

DYNAMICS

ELECTIVE SUBJECTS

4.2 FINANCE

4.3 MARKETING

4.4 HUMAN RESOURCES

4.5 HEALTH CARE MANAGEMENT

4.6 BANKING FINANCE AND

INSURANCE

SERVICES MANAGEMENT (BFIS)

4.7 STARTUPS AND SMES

MANAGEMENT

THREE ELECTIVES IN SPECIALIZATION

STREAMS

4T 4X4 4X3 4X30 4X70 4X100 4X4

4.8 DISSERTATION FOR 6 WEEKS - 4 REPORT

EVALUATION

VIVA

1X50 1X200 1X250 1X8

1X2

TOTAL CREDITS 26

PROGRAM GRAND TOTAL OF CREDITS 104

12

ELECTIVES UNDER SPECIALIZATION STREAMS

III SEMESTER IV SEMESTER

3.3 FINANCE 4.2 FINANCE

3.3.1 INDIAN FINANCIAL SYSTEM

3.3.2 CORPORATE TAX PLANNING AND

MANAGEMENT

3.3.3 CORPORATE VALUATION AND

RESTRUCTURING

4.2.1 INVESTMENT ANALYSIS AND MANAGEMENT

4.2.2 INTERNATIONAL FINANCIAL MANAGEMENT

4.2.3 RISK MANAGEMENT AND DERIVATIVES

3.4 MARKETING 4.3 MARKETING

3.4.1 RETAILING MANAGEMENT AND

SERVICES

3.4.2 CONSUMER BEHAVIOR

3.4.3 RURAL AND AGRICULTURAL

MARKETING

4.3.1 STRATEGIC BRAND MANAGEMENT

4.3.2 INTERNATIONAL MARKETING STRATEGY

4.3.3 DIGITAL MARKETING

3.5 HUMAN RESOURCES 4.4 HUMAN RESOURCES

3.5.1 LEARNING AND DEVELOPMENT

3.5.2 INDUSTRIAL AND EMPLOYEE RELATIONS

3.5.3 PERFORMANCE MANAGEMENT SYSTEM

4.4.1 STRATEGIC HRM

4.4.2 INTERNATIONAL HRM

4.4.3 TALENT AND KNOWLEDGE MANAGEMENT

3.6 HEALTH CARE MANAGEMENT 4.5 HEALTH CARE MANAGEMENT

3.6.1 PERSPECTIVES ON HEALTH CARE

SECTOR

3.6.2 MANAGEMENT OF PUBLIC HEALTH

SYSTEMS

3.6.3 HEALTH ECONOMICS

4.5.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE

4.5.2 STRATEGIC MANAGEMENT IN HEALTH CARE SETTINGS

4.5.3 MANAGEMENT OF HOSPITAL SERVICES

3.7. BANKING FINANCE AND INSURANCE

SERVICES

MANAGEMENT (BFIS)

4.6 BANKING FINANCE AND INSURANCE SERVICES

MANAGEMENT (BFIS)

3.7.1 STRATEGIC CREDIT MANAGEMENT IN

BANKS

3.7.2 INSURANCE PLANNING &

MANAGEMENT

3.7.3 INDIAN FINANCIAL SYSTEM

4.6.1 BANKING TECHNOLOGY AND MANAGEMENT

4.6.2 INTERNATIONAL FINANCIAL MANAGEMENT

4.6.3 RISK MANAGEMENT FOR BANKS AND

INSURANCE COMPANIES

3.8 STARTUPS AND SMES MANAGEMENT 4.7 STARTUPS AND SMES MANAGEMENT

3.8.1 PERSPECTIVES ON STARTUPS AND SME

3.8.2 BASIC MANAGEMENT ASPECTS OF

SMALL BUSINESS

3.8.3 ESTABLISHMENT OF SMES

4.7.1 TECHNOLOGY AND INNOVATION

4.7.2 INTERNATIONALIZATION OF SMES

4.7.3 MANAGEMENT OF STARTUPS

MASTER OF BUSINESS ADMINISTRATION [DAY] UNDER

CHOICE BASED CREDIT SYSTEM (CBCS)

(2014 - 2015 ONWARDS)

COURSE CONTENT OF FIRST SEMESTER

CANARA BANK SCHOOL OF MANAGEMENT STUDIES,

BANGALORE UNIVERSITY, BANGALORE

COURSE MATRIX

FIRST SEMESTER

PAPER SUBJECT

1.1 Economics for Managers

1.2 Organizational Behavior

1.3 Accounting for Managers

1.4 Statistics for Management

1.5 Marketing for Customer Value

1.6 Business and Industry

1.7 Communication Skills

1.1 ECONOMICS FOR MANAGERS

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

This course is designed to impart knowledge of the concepts and principles of Economics,

which govern the functioning of a firm/organization under different market conditions. It

further aims at enhancing the understanding capabilities of students about macro–

economic principles and decision making by business and government.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To make the students aware of the various economic theories and principles

- To equip them with the required tools and techniques for improving their decision-

making skills.

OUTCOMES

- The student must have micro and macro-economic perspective to understand the

under pinning of management.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: INTRODUCTION TO MANAGERIAL ECONOMICS 8 HOURS

Introduction to Economics, Kinds of Economic Decisions, Significance and applicability

of Managerial Economics in decision making, Role and responsibilities of Managerial

Economics, Economic principles relevant to managerial decision making, Opportunity

cost, Production possibility curve, Concept of increments and Margin, Discounting

principle, Theory of firm.

2 MODULE TWO: DEMAND ANALYSIS AND CONSUMER BEHAVIOR 10 HOURS

Demand theory and analysis, Elasticity of Demand and its role in Managerial decision

making, Demand forecasting, Techniques of Demand forecasting,

Consumers Equilibrium, Cardinal utility approach, Indifference curve approach, Theory

of revealed preference, Consumer surplus

3 MODULE THREE: THEORY OF PRODUCTION AND ANALYSIS OF COST 10 HOURS

Laws of variable proportions and Return to scale, Economies of scale, Isoquants and

Isocost, Optimum combination of inputs, Elasticity of substitutions; Cost concepts:

Kind of costs, Short run and long run cost functions, Interrelationship of cost, Cost

reduction and cost control.

4 MODULE FOUR: DETERMINATION OF PRICE AND OUTPUT 10 HOURS

Concept of Market equilibrium and Revenue curves, Characteristics of different market

structures, Price determination and firms equilibrium under perfect competition,

monopolistic competition, oligopoly and monopoly, Price discrimination, International

price discrimination and dumping, Pricing methods

5 MODULE FIVE: FACTOR MARKET AND FACTOR PRICING 8 HOURS

Theories of factor pricing: wages and rent, Theories of interest and investment

decisions, Profit and profit functions.

6 MODULE SIX: MACROECONOMIC ANALYSIS AND POLICY 10 HOURS

National Income: Concept and measurement, Circular flow of economic activities,

Keynesian analysis: Keynesian theory of employment, consumption function,

investment function, multiplier, relevance of Keynesian economics in

underdeveloped countries, Business cycle, Money supply and Inflation.

5. PEDAGOGY

Case studies to testify the

complexity of economic

theory as applicable to real

life and to provide

enhanced insight to

comprehend the economics

concepts illustrated in each

chapter.

6. TEACHING AND LEARNING RESOURCES

a) www.bibilomania.com/nonfiction/smith/wealth/ind

ex.html

b) www.planningcommission.gov.in/

c) www.wsj.com

d) www.netec.wustl.edu/WebEc/WebEc.html

e) www.nber.org

f) www.economist.com

g) www.slate.com

h) Economic and Political weekly, Mumbai, Economic &

Political Weekly Research Foundation

i) Indian Economic review, Delhi school of Economics

j) Indian Economic Journal, Indian Economic

Association.

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Dwivedi D.N, “Managerial Economics”, Vikas Publication

2. PindyckRubinfeld& Mehta, “Micro Economics”, Pearson

REFERENCES

1. RitikaSinha : Managerial Economics, SBPD Publishing House

2. Damodaran Suma: Managerial Economics, Oxford University Press

3. Petersen Lewis & Jain: Managerial Economics, Pearson

4. Paul A Samuelson and William D Nordhaus : Economics, McGraw Hill

5. Geethika, Ghosh&Choudary : Managerial Economics, McGraw Hill

1.2 ORGANIZATIONAL BEHAVIOUR

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Management deals with individuals in the organizational context. People have diversified

personalities, attitudes, perceptions and behaviours. After their entry, they cannot remain

as individuals. But, organizations have their own culture, leadership and conflicts. It is this

subject which blends incompatible ones into a whole. Understanding the individual and

organizational behaviours would go a long way in bringing about this perspective.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enhance the understanding of the dynamics of interactions between individual

and the organization.

- To facilitate a clear perspective to diagnose and effectively handle human

behavior issues in Organizations.

- To develop greater insight into their own behavior in interpersonal and group,

team, situations.

OUTCOMES

- The degree to which one can make an individual to think beyond self is the real

outcome of the course.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE 6 HOURS

The meaning of OB, Why study organizational behaviour, Organizationalbehaviour

models, Benefits of studying OB, Inter- disciplinary subject.

2 MODULE TWO 12 HOURS

Personality, Shaping of personality, Determinants of personality, Types of personalities,

Personality and work,Self-concept, self-esteem and self-efficiency, Perception,

perceptual process, Managing the perceptual process;

Learning process, Reward systems and behavioral management, Theoretical process of

learning, Principles of learning, Reward and punishment, Organizational reward system

Attitude formation, Functions, Change of attitude, Types of attitudes, Values

3 MODULE THREE 19 HOURS

Management of motivation: Motivation in work settings, Managerial issues and

challenges. Theories, Maslow’s need theory, McGregor theory XY, Herzberg’s

Motivation Hygiene theory,Vroom’s Valence and Instrumentality

Team building and group dynamics,Working teams and team effectiveness, Intra team

dynamics, Influence of the group on individual, Group decision making, Inter group

relations, Collaboration and conflict, Conflict management

Dynamics of managerial leadership, What is leadership, Transition in leadership

theories, Leadership theories, Power and politics, Leadership and managerial change.

4 MODULE FOUR 8 HOURS

Conflict, Intra,interpersonal, intergroup conflicts and their resolution, Transactional

analysis, Johari window

5 MODULE FIVE 5 HOURS

Culture, Types of culture in the organization, Culture, Discipline, Organizational

effectiveness

6 MODULE SIX 6 HOURS

Change and organizational development, Meaning of change, Stages of change, Why

do people resist change, Overcoming resistance to change, Meaning of OD and

methods of OD

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case discussion,

role plays, experiences, exercises, instruments, videos and films

6. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Fred Luthans, “Organizational Behaviour”, 12th Edition, McGraw Hill International

Edition

2. Stephen P. Robbins, “Organizational Behaviour”, 12th Edition, Prentice Hall

3. Aswathappa K, “Organizational Behaviour (Text, Cases and Games)”, Himalaya

Publication

REFERENCES

1. Gregory Moorhead & Ricky W. Griffin, “Organizational Behaviour, Managing

people and organizations”, 3rd edition, Jaico

2. Jerald Greenberg, “Behavior in Organizations”, Tenth edition,Prentice Hall

3. Robert Krietner&AngeloKinicki, “Organizational Behaviour”, Eighth edition, Tata

McGraw Hill

4. John M Ivancevich, Robert Konopaske, Michael T Matteson, “Organizational

Behaviour and Management”, 7th edition, Tata McGraw Hill

5. PG Aquinas, “Organizational Behaviour: concepts, realities, application and

challenges”, First edition, Excel

6. Jason A. Colquitt, Jeffery A. LePine& Michael J Wesson, “Organizational

Behavior”, McGraw Hill

7. UdaiPareek, “Organizational Behavior”, Oxford University Press

1.3 ACCOUNTING FOR MANAGERS

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2 PERSPECTIVE OF THE COURSE

Decision making is the core function of a manager. A potential manager must be exposed

to the skill of sourcing information and make timely and apt decisions. One document that

provides ample information for many decisions is ‘Annual Report’. The Annual report, a

report prepared by the Management of the company to its owners (the shareholders)

informing them about the performance of the company over the preceding financial year,

the reasons and analysis for performance, gives adequate information for both insiders of

the company and outside stakeholders. However, the big challenge is how to read and

understand the report and how to elicit information for making decisions. This course

captures the fundamental aspects of financial statements, its analysis and interpretation

and techniques for managing cost.

3 COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enable the students gain knowledge about concepts, principles and techniques of

accounting

- To enable the students use financial and cost data in planning, decision making and

control

OUTCOMES

- Financial statements – concepts, conventions and standards that influence

preparation of financial statements

- Identifying problem areas in business through various techniques of financial

statement analysis

- Managing cost – that is, controlling and reducing cost

- Recent developments in Accounting and its relevance

4 COURSE CONTENT AND STRUCTURE

1 MODULE ONE: CONCEPTUAL BASIS FOR ACCOUNTS 6 HOURS

Introduction, Meaning and definition, understanding forms of Business Organizations,

Basic framework of Accounting, objectives and purpose of Accounting information,

users of Accounting information, Branches of Accounting, Basic terminology, Fraud and

Ethical Issues in accounting.

2 MODULE TWO: ORIENTATION TO FINANCIAL STATEMENTS 8 HOURS

Income statement, Balance sheet and notes to accounts – Terms and Jargons in

financial statements, Accounting concepts and conventions and GAAP.

3 MODULE THREE: MEASURING AND REPORTING ASSETS, LIABILITIES AND

EQUITY 8 HOURS

Current Assets, Inventory valuation, Cost formulas (AS-2) Fixed Assets Cost of

Acquisition (AS-10), Depreciation methods (AS-6), Liabilities and its classification.

4 MODULEFOUR: ANALYZING AND INTERPRETING FINANCIAL STATEMENTS 14 HOURS

Objectives of financial statements analysis, sources of information, standards of

comparison, Quality of earnings, window dressing, Beating window dressing,

Techniques of financial statement analysis, Analyzing financial statements using Ratio

Analysis and Du-Pont Model and Cash flow statement, understanding annual reports

and earnings releases.

5

MODULE FIVE: ORIENTATION TO COST ACCOUNTING 12 HOURS

Meaning of Costs, Classification of Costs- mainly based on elements, functions and

behavior. Cost Management – Techniques for controlling and reducing cost – Marginal

Costing, Cost-volume-profit analysis, Budgetary Control.

6 MODULE SIX: CONTEMPORARY ISSUES IN ACCOUNTING 8 HOURS

IFRS, Human Resource Accounting, Forensic Accounting, Environmental Reporting,

Corporate Social Reporting, Target Costing, Life Cycle Costing.

5 PEDAGOGY

a) Lectures.

b) Demonstrations.

c) Practical Exercises – Individual and

Group

d) Case Studies.

6 TEACHING AND LEARNING

RESOURCES

a. www.icai.org/students/Bos-knowledge-

portal.

b. www.icmai.in

c. Journal of Accounting

d. Indian Journal of Accounting

e. The Chartered Accountant.

7 RECOMMENDED READINGS

ESSENTIAL READINGS

1. Narayanaswamy R, Financial Accounting- A managerial perspective, PHI Learning Pvt Ltd 2014.

2. Gupta, Ambrish, “Financial Accounting for Management – An Analytical Perspective”; Pearson Publications

3. Ramachandran and Kakani- Financial Accounting for Management, Tata McGraw Hill.

4. Vijaykumar M P., “First Lessons in Financial Reporting”, Snow White Publications

5. Chandra, Prasanna, “Finance Sense – Finance for Non-finance Executives”, Tata McGraw Hill

6. Agarwal, V. Rakesh, “Systematic Approach to Cost Accounting”, Bharat Publications

REFERENCES

1. Tulsian and Tulsian, “ Financial Reporting”, S.Chand

2. Kishore, M. Ravi, “Advanced Cost Accounting and Cost systems”, Taxmann Publications

3. Ramachandran, and Kakani, “How to Analyze Financial Statements”, Tata McGraw Hill

4. Palat, Raghu, “How to Read Annual Reports and Balance Sheets”, JAICO Publishing House

5. Dash A.P., “Financial Wisdom – Finance for Non-Finance Executives”, Biztantra

1.4 STATISTICS FOR MANAGEMENT

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Statistics education research over the last decade has pointed out the development of statistical

literacy and interpretive skills as a universally recognized goal of instruction (Rumsey, 2002; delMas,

2002). Chance (1997) argued that as instructional goals in statistics courses change emphasizing

statistical literacy skills over procedural calculations, there is need for instructors to accompany

these new goals with more authentic assessment techniques to evaluate progress towards these

goals. This course is designed to adopt Gal’s conception of adult statistical literacy as “the ability to

interpret, critically evaluate, and communicate about statistical information and messages” (Gal,

2002).

Gal’s statistical literacy model comprises two broad interrelated components; namely: (1)

knowledge component which consists of five cognitive elements: literacy skills, statistical

knowledge, mathematical knowledge, context knowledge, and critical questions; and (2)

dispositional component which consists of three related but distinct concepts; namely: critical

stance, beliefs and attitudes.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To elevate students’ awareness of data in everyday life and prepare them for a

career in today’s age of information.

- To impart to students, an assured level of competence, or understanding, of

the basic ideas, terms, and language of statistics.

- To develop statistical literacy skills in students in order to comprehend and

practice statistical ideas at many different levels.

- To promote the practice of the scientific method in our students: the ability to

identify questions, collect evidence (data), discover and apply tools to

interpret the data, and communicate and exchange results.

OUTCOMES

- At the end of this course, students will achieve statistical literacy and will be able

to find ways to move beyond the-what of statistics to the how and why of

statistics.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE 8 HOURS

Role of statistics: Applications of statistics in managerial decision-making; Phases of a

statistical study, Presentation of data to convey meaning - Tables, Graphs and

Frequency Distribution

Measures of central tendency: Mean, Median and Mode and their implications,

Measures of Dispersion: Range, Mean deviation, Standard deviation, Coefficient of

Variation, Skewness, Kurtosis

2 MODULE TWO 12 HOURS

Time series analysis: Concept, Additive and Multiplicative models, Components of time

series. Trend analysis: Least Square method, Linear and Non- Linear equations,

Exponential shooting method, Applications in business decision-making.

Index Numbers: Meaning, Types of index numbers, Uses of index numbers,

Construction of Price, Quantity and Volume indices, Fixed base and Chain base

methods

Correlation: Meaning and types of correlation, Karl Pearson and Spearman rank

correlation.

Regression: Meaning, Regression equations and their application

3 MODULE THREE 10 HOURS

Probability: Concept of probability and its uses in business decision-making; Addition

and multiplication theorems; Bayes’Theorem and its applications.

Probability Theoretical Distributions: Concept and application of Binomial; Poisson and

Normal distributions

4 MODULE FOUR 8 HOURS

Introduction to sampling distributions, Sampling distribution of mean and proportion,

Sampling techniques

Estimation: Point and Interval estimates for population parameters of large sample and

small samples, Determining the sample size.

5 MODULE FIVE 8 HOURS

Estimation Theory and Hypothesis Testing: Sampling theory; Formulation of

Hypotheses; Application of Z-test, t-test, F-test and Chi-Square test

Techniques of association of Attributes & Testing

ANOVA one and two way, Design of experiments

6 MODULE SIX 10 HOURS

Chi-square test for single sample standard deviation, Chi-square tests for independence

of attributes and goodness of fit, Sign test for paired data, Rank sum test

Kolmogorov-Smirnov, Test for goodness of fit, comparing two populations

Mann – Whitney U test and Kruskal Wallis test, One sample run test, rank correlation

Decision Theory – Decision under certainty, Decision making under risk (EMV criteria)

and Decision making under uncertainty.

5. PEDAGOGY

Irrespective of where

anindividual is involved in

the chain of statistical

information, there is a

necessity for a rudimentary

understanding of the

concepts and language, a

level of reasoning- the

abilities to question,

compare, and explain and a

level of statistical thinking-

applying the ideas to new

problems and identifying

new questions. Towards

this end, case studies will be

extracted from Newspapers

and Magazines regarding

daily life and explored.

These case studies will be in

addition to the actual

teaching hours expended in

imparting statistical

methods.

6. TEACHING AND LEARNING RESOURCES

a) www.socr.ucla.edu/

b) www.ats.ucla.edu/stat/seminars/statteach/sites.htm

c) www.statsci.org/teaching.html

d) www.onlinestatbook.com/2/chi_square/Chi_Square.html

e) Any Online Newspapers, Journals and Magazines.

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. T N Srivastava, Shailaja Rego, Statistics for Management,

Tata McGrawhill, Latest edition.

2. S P Gupta, Statistical Methods, Sultan Chand & Sons, Latest edn.

3. Glynn Davis and BrankoPecar, Business Statistics using Excel.

Oxford University press, 2010

4. J. K. Sharma, Fundamentals of Business Statistics,

2nd Edition, Vikas Publication, 2014.

REFERENCE

1. SC Gupta, Fundamentals of Statistics, Himalaya Publications.2013.

2. N.D. Vohra, Business Statistics, Tata McGrawHill, 2013

1.5 MARKETING FOR CUSTOMER VALUE

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

This paper introduces students to the crucial role that marketing plays in business

development. Marketing is an important function that brings companies and clients closer

together. It is the application, tracking and review of a Company’s marketing resources and

activities. Establishing a marketing orientated organization with the emphasis on the

customer is a core component in an organization’s success. Students will obtain good

knowledge and understanding of the key principles of marketing and will be able to relate

what they learn in this paper to situations in their workplace.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To elevate students’ awareness of an organization’s resources required for

Marketing in today’s age of information

- To develop marketing skills

- To understand the requirements of a career in marketing

OUTCOMES

- The scope of a business' marketing management depends on the size of the

business and the industry in which the business operates. Students will be able

to use a company's resources to increase its customer base, improve customer

opinions of the company's products and services, and increase the company's

perceived value.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE:ESSENTIALS OF MARKETING 8 HOURS

Importance of marketing, Core marketing concepts, Company orientation towards

market place, Marketing management tasks, Marketing strategies and plans, SWOT

analysis, Marketing environment, Competitive dynamics

2 MODULE TWO: CREATING/CHOOSING CUSTOMER VALUE 8 HOURS

Customer value, satisfaction and loyalty, Customer relationships, Life time value of

customers, Customer databases, Buying decision process, Market segments and

targets, Product life cycle strategies, Brand positioning, Brand equity

3 MODULE THREE: DESIGNING CUSTOMER VALUE 10 HOURS

Characteristics and classifications of products, Product and service differentiation,

Product mix, hierarchy, line etc, Nature and characteristics of services, Excellence in

services

Pricing strategies: Pricing environment, Steps in price setting, Methods of pricing,

Initiating and responding to price changes.

4 MODULE FOUR: DELIVERING CUSTOMER VALUE 10 HOURS

Marketing channels and value networks, Decisions on design and management of

channels, Channel conflict and competition, Channel integration, E-Commerce

marketing practices, New retail environment, Market logistics, Supply chain

management

5 MODULE FIVE: COMMUNICATING CUSTOMER VALUE 12 HOURS

Role of Integrated marketing communications, Steps in designing effective

communications, Communication mix, Managing mass communications like

advertizing, sales promotion, events and experiences, public relations etc; Managing

personal communications like direct marketing, interactive marketing, Email, SMS,

Social media, sales force etc

6 MODULE SIX: SUSTAINING GROWTH AND CUSTOMER VALUE 8 HOURS

New product development strategy, Steps in new product development

Managing holistic marketing organization: Internal marketing, CSR, Cause related and

socially responsible marketing, Marketing control

5. PEDAGOGY

Irrespective of where an individual

is involved in the course of

business, there is a necessity for a

rudimentary comprehension of

the concepts and language of

marketing. Students need to

understand marketing situations

and strategize towards these

states. Towards this end, case

studies will be extracted from

Newspapers and Magazines

regarding daily life and explored.

6. TEACHING AND LEARNING RESOURCES

a. www.mplans.com

b. www.marketingtoday.com

c. www.indianjournalofmarketing.com

d. www.indianjournalofmanagement.com

e. Journal of Marketing

f. Marketing Education Review

g. Journal of Consumer Marketing

h. Journal of Marketing Education

i. Journal of the Academy of Marketing Science

These case studies will be in

addition to the actual teaching

hours expended in imparting

Marketing Management theory.

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Philip Kotler, Kevin Lane Keller, Abraham Koshy and MithileshwarJha, Marketing

Management. Pearson Education, Latest edition.

2. Etzel, Walker, Stanton & Pandit, Marketing, Tata McGrawhill, Latest edition.

REFERENCES

1. Ramaswamy and Namakumari, “ Marketing Management, Global Perspective, Indian

context”, McGraw Hill, Fifth edition, 2013

2. Paul Baines, Chris Hill and Kelly Page, Marketing Management, Adapted by

PiyushSinha, Asian Edition, Oxford University Press.

3. Lambhair Sharma, McDaniel, Marketing Management. Cengage Learning Pvt. Ltd.,

2012.

4. William D Perreault and Jerome McCarthy, “ Basic Marketing: A Global Managerial

Approach”, Tata McGraw Hill, 2006

5. Adrian Palmer, Introduction to Marketing, Oxford

1.6 BUSINESS AND INDUSTRY

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE

Students are pursuing the management courses in the context of the world of business and

industry. Such perspective during the course itself gives them an edge over others who

graspsubsequent to their becoming insiders of organizations. Hence, this understanding

must cover not only the Indian economy but Indian business/industry also. An overview of

the context in which one is operating is essential. An attempt is made to give a feel and

insight into the world of business and industry in India in particular and Indian economy in

general.

3. OBJECTIVES AND OUTCOMES

This course aims at

To enumerate the fundamentals of Indian economy, business and industry

To study the present status of Business & Industryin India

To get a glimpse of future challenges

The outcome of this course is the level ofunderstanding of the dynamics of business

and industry by students.

4. COURSE CONTENT AND STRUCTURE

The course has been divided in to six modules to cover the several dimensions of

Business and Industry and various aspects of environment in which they operate.

1 MODULE ONE: AN OVERVIEW OF INDIAN ECONOMY 6 HOURS

The structure of Indian Economy, Pillars of Economic Development, Role and

contribution of Agriculture, Industry and Services; Performance, recent trends and

future scenario of these sectors in Indian Economy. (Relevant and latest data have to

be used extensively wherever necessary)

2 MODULE TWO: ESSENTIALS OF BUSINESS & INDUSTRY 10 HOURS

Meaning, nature, role and importance of business and industry, Functions and

processes,Internal and external influences, Different forms of enterprises, Interaction

and linkages with Government and civil society, Macro environment.

Types of Productive Systems, The Manorial or Feudal system, The Guild system,

Characteristics of The domestic/putting-out/outsourcing systems, and the Factory

system, Causes and Consequences of industrialization, The IT system of

industrialisation-services, enabled services, linkage with Manufacturing & Agriculture

3 MODULE THREE: EVOLUTION OF BUSINESS & INDUSTRY IN INDIA 8 HOURS

Structure of Indian society, Glimpse of economic activity in ancient times, British Raj,

Swadeshi movement, Post-Independence scenario, Licence-Permit Raj, LPG era,

Economic reforms since 1991, Entrepreneurship Culture in India, Industrial Policy,

2014& Changing economic policy era.

4 MODULE FOUR: STRUCTURE AND STATUS OF BUSINESS & INDUSTRY IN INDIA

15 HOURS

Unregistered firms/Bagedari sector, Start-ups and MSME sector, Large Scale

enterprises, Export oriented companies, MNCs in India, Family Business, Industry

associations and bodies, Profile of eminent industry persons and houses.

Present status and performance of Agriculture and allied fields like horticulture, food

processing, animal husbandry, fishing, contract farming etc; Industry sectors like

textiles, chemicals, sugar, paper, machine tools, auto components, engineering

products, pharmaceutical, biotechnology, semiconductor, hardware products, coal,

mining, consumer durables, FMCG etc.;Service sectors likeinformation technology,

hospitality, tourism,health care, banking, financial services, insurance, tourism, retail

etc.

5 MODULE FIVE: GROWTH OF BUSINESS & INDUSTRY 8 HOURS

Nature and types of crisis, Physical damage crisis, non-physical damage crisis,Stages of

crisis like pre crisis stage, acute crisis, post crisis,consequences of and strategies for

managing crisis; Management of human and other resources, changing manpower

requirements, Growth dimensions and phases, growth barriers, succession and exit

strategies.

6 MODULE SIX: INTERFACE WITH VOLUNTARY ORGANIZATIONS 8 HOURS

Provisions of Companies Act 2013, CSR Rules, 2013;Meaning, characteristics and role of

non-governmental organizations (NGOs), Voluntary Organisations (VOs), Non-profit

organizations(NPOs),Civil society organizations (CSOs), Types of NGOs by orientation,

level of co-operation, scope and coverage, Present status of third sector in India

5. PEDAGOGY AND CASE STUDIES:

Lectures

Case Discussions and Practical Visits to Industry and NGOs

Assignments and Presentations

Workshops by Rural and NGO Promoters / Managers / Experts.

6. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Ashwani Mahajan & Gaurav Datt “Datt & Sundharam Indian Economy “S chand 2013,

69th Edition.

2. Nitin Dhingra & Ishwar C Dhingra “Developing New Enterprise” Cosmos Bookhive

2014, 1st edition.

3. Osama Lari “Industrial sociology” Word Press publication, 2010, 1st edition.

4. Uma Kapil, “Indian economy – Performance and Policies” Academic Foundation 2009,

8th edition.

5. Vaidyanathan. R “Reforming the reforms process” Silver jubilee research volume,

IIMB India.

6. Harvard Business Essentials, “Crisis Management: Master the Skills to Prevent

Disasters” Harvard Business Review Press (20 September 2011).

7. PRIA (2000) “Defining the sector in India –voluntary, civil or non-

profit” Working paper 1 New Delhi.

8. Sushilaravindranath “The CII Entrepreneur’s Handbook” Westland Ltd, 2010.

REFERENCES

1. Dr. Yogesh M. Kulkarni “Performance of Indian Industrial Sector” Binding: HBR

Year: 2011

2. Bachcha & Pathak “industrial policy-India” Deep and Deep publication Pvt ltd, 2007.

3. C. V. Madhavi “Business in Crisis” Create Space Independent Publishing Platform.

7. TEACHING AND LEARNING RESOURCES

1. www.wikipedia.com

2. www.industryreview.com

3. www.bls.gov/opub/mlr/2008/12/art3full.pdf

4. http://en.wikipedia.org/wiki/Putting-out_system

5. http://www.universityofcalicut.info/SDE/BA_sociology_indian_society.pdf

6. http://en.wikipedia.org/wiki/Economic_history_of_India

7. http://orissa.gov.in/e

magazine/Orissareview/aug2005/engpdf/the%20swadeshi%20movement.pdf

8. http://zeenews.india.com/business/slideshow/indian-economy-a-journey-of-last-

66-years_68.html/10

9. http://business.mapsofindia.com/india-policy/liberalization-privatization-

globalization.html

10. http://www.slideshare.net/shahavish/industrial-policy-from-1948-1991

11. http://msme.gov.in/Web/Portal/New-Default.aspx

12. http://www.eximguru.com/exim/eou/ch_1_export_oriented_units_eous_introducti

on.aspx

13. http://business.mapsofindia.com/india-company/multinational.html

14. http://www.encubeindia.com/downloads/indian_family_businesses.pdf

15. http://nrlp.iwmi.org/PDocs/DReports/Phase_01/04.%20WTO%20and%20agricult

ure%20-%20RPS%20Malik.pdf

16. http://mospi.nic.in/Mospi_New/upload/SYB2014/CH-9-

HORTICULTURE/horticulture.pdf

17. http://www.asa.in/pdfs/surveys-reports/Food-Processing-Sector-in-India.pdf

18. http://pib.nic.in/archieve/others/2012/mar/d2012031308.pdf

19. http://www.slideshare.net/sathishhs7/nature-and-scope-of-contract-farming-in-

india

20. http://www.slideshare.net/AnujDiwakar/gptaie

21. http://en.wikipedia.org/wiki/Chemical_industry

22. http://www.in.kpmg.com/pdf/Indian_Sugar_Industry.pdf

23. http://www.yieldopedia.com/paneladmin/reports/07dc15673834d4ced6b89a854c4

b2980.pdf

24. http://dhi.nic.in/indian_machine_tools_industry.pdf

25. http://www.tsmg.com/download/article/Overview%20of%20the%20Indian%20A

uto%20Component%20industry.pdf

26. http://www.cci.in/pdfs/surveys-reports/Engineering-Sector-in-India.pdf

27. https://www.in.kpmg.com/pdf/Indian%20Pharma%20Outlook.pdf

28. http://www.ebtc.eu/pdf/Indian_Biotechnology_Sector-Overview_VO1.pdf

29. http://www.ibef.org/download/Semiconductor_171109.pdf

30. http://nmcc.nic.in/pdf/ithardware_03july2010.pdf

31. https://www.pwc.in/assets/pdfs/industries/power-mining/icc-coal-report.pdf

32. http://pubs.iied.org/pdfs/G00615.pdf

33. http://www.surechill.com/pdf/India-refrigerator-market.pdf

34. http://www.ibef.org/download/FMCG_060710.pdf

35. http://perso.univ-rennes1.fr/eric.darmon/floss/papers/MATHUR.pdf

36. http://www.ibef.org/industry/tourism-hospitality-india.aspx

37. http://164.100.47.134/intranet/TourismSectrinIndia.pdf

38. http://www.slideshare.net/ankitag9/healthcare-industry-ppt

39. http://www.slideshare.net/verma786786/insurance-sector-ppt

40. http://www.rasci.in/downloads/2012/Retail_Industry_India_2012.pdf

41. http://www.scribd.com/doc/29700613/Crisis-Management-Ppt

42. http://www.tutor2u.net/business/strategy/crisis-management-introduction.html

43. http://www.slideshare.net/BabasabPatil/human-resource-management-ppt

44. http://www.cf-sn.ca/business/business_succession/common_exits.php

45. http://www.nesta.org.uk/sites/default/files/barriers_to_growth_0.pdf

46. http://hbr.org/1998/05/evolution-and-revolution-as-organizations-grow/ar/2

47. https://www.pwc.in/en_IN/in/assets/pdfs/publications/2013/companies-act-2013-

Key-highlights-and-analysis.pdf

1.7 COMMUNICATION SKILLS

1. GENERAL INFORMATION

Credits 2

Hours per week 2

2. PERSPECTIVE OF THE COURSE

A fundamental part of a Manager’s job is Decision making and Implementation. Initially, he

assists in making decision by collecting information, analyzing and preparing a frame work

for Decision Making. At a later stage when he reaches positions of higher responsibility, he

takes decision and involves in implementation. A sound decision requires critical analysis of

the problem, collection of relevant data; develop clear objectives and later workout an

action plan. A logical approach and systematic analytical thinking, Reasoning, use of

evidences are essential components of sound decisions. Apart from this, he must also have

the required skills to present and communicate. One more dimension is inter-personal and

group communication including negotiations. Hence, need of the hour is to develop all such

skills hands on.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES - To sharpen the Analytical, Written, non-verbal, Spoken Communication and inter-

personal Skills essential in organizations involving Decision making and

implementation.

- To demonstrate good team work and negotiation skills

OUTCOMES

- At the end of this course, students will have the clarity about communication skills

to be used in organizations.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: COMMUNICATION IN BUSINESS 4 HOURS

Importance of Communication, Forms of Communication, Communication Network of

the Organization; Process of Communication: Different Stages, Difference between

Oral and Written Communication

2 MODULE TWO: ORAL COMMUNICATION SKILLS 6 HOURS

Fundamentals, Barriers and Gateways, Public Speaking, Effective Power point

presentation, body language, non-verbal, facial expressions, voice modulation, eye

contact, audience research, questions from the audience, communication and

emotional intelligence, creativity in oral communication, Communication through

Telephonic, video and Skype, Group Discussion.

3 MODULE THREE: WRITTEN COMMUNICATION SKILLS 8 HOURS

Writing an Effective Report: Stages of Writing, Style and Tone; Five Ws and one H of

Report Writing, Divisions, Numbering and use of Visual Aids, creativity in written

communication, use of picture, diagram in written communication, Writing Commercial

Letters, E- Mail Messages, Maintaining a Diary, Job applications & resume writing

4 MODULE FOUR: LISTENING SKILLS 4 HOURS

Importance and need, types, active and empathic listening, listening and judgment,

developing skills, listening and understanding, Anatomy of poor Listening, Features of a

good Listener

5 MODULE FIVE: INTERPERSONAL COMMUNICATIONSKILLS 8 HOURS

Advantages and disadvantages of utilizing the team work; characteristic features of

successful teams; stages of the development of a team; team roles; challenges in team

working, forms of non-team behaviour.

Conditions of negotiating; strategies of negotiating (win-win, win-loss); participative

negotiations; negotiating tactics; cognition and emotions in negotiating; negotiating

and ethics

Types and sources of conflicts; the influence of various cultures on the solving of

conflicts

5. TEACHING AND LEARNING RESOURCES

a.http://eff.cls.utk.edu/fundamentals/eff_standards.htm

b. http://www.ndted.org/TeachingResources/ClassroomTips/Communication.htm

6. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Monipally MM, Business communication strategies, McGraw Hill

2. Bovee, Till and Schatzman, Business Communication today, Pearson

REFERENCES

1. Scot Ober, Contemporary Business Communication, Biztantra

2. ParagDiwan, Business Communication, Excel Book

3. Lesikar, R.V. &Flatley, M.E, Basic Business Communication Skills for

Empowering the Internet Generation. Tata McGraw Hill Publishing Company Ltd

4. Ludlow, R. & Panton, F, The Essence of Effective Communications. Prentice

Hall of India Pvt. Ltd

5. Chaturvedi P. D, &MukeshChaturvedi , Business Communication : Concepts, Cases And

Applications –2/e, Pearson Education

6. Murphy, Effective Business Communication, McGraw-hill

MASTER OF BUSINESS ADMINISTRATION [DAY] UNDER

CHOICE BASED CREDIT SYSTEM (CBCS)

(2014 - 2015 ONWARDS)

COURSE CONTENTS OF SECOND SEMESTER

CANARA BANK SCHOOL OF MANAGEMENT STUDIES,

BANGALORE UNIVERSITY, BANGALORE

COURSE MATRIX

SECOND SEMESTER

PAPER SUBJECT

2.1 Technology for Management

2.2 Management Research Methods

2.3 Entrepreneurship and Ethics

2.4 Human Capital Management

2.5 Financial Management

2.6 Quantitative Techniques and Operations Research

2.7 Innovation Management

2.1 TECHNOLOGY FOR MANAGEMENT 1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Today’s organizations rely heavily on computer systems. As day-to-day business goals are

increasingly affected by these systems, qualified professionals, who can successfully

manage, will be required in the business field. This paper is mandatory for aspiring

managers who understand and embrace the role of technology within a business and who

are ready to make the leap into management within an IT environment. Students are

expected to gain skills in strategic information technology and management that they can

apply immediately in the workplace.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To elevate students’ awareness of information technology and develop an in-

depth and systematic understanding of key aspects of IT Management

- To help students gain a strategic perspective on business

- To evaluate the value of emerging technologies and their competitive

advantage

OUTCOMES

- By the end of the course, students will gain the skills required to navigate

through the complexities of managing data and also become the appreciators

of technological environment.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE 4 HOURS

Introduction and definition of computer, Brief history (Analog, Digital, Binary

language), Major components of a computer system, Interfacing with a computer,

Hardware and Software with examples, Introduction to languages, compiler,

interpreter and assembler. Operating Systems: Definition, Functions, Types and

Classification, Elements of GUI based operating system-Windows-Use of menus, tools

and commands of windows operating system, Linux and free and open software;

Computer Networks: Overview and Types (LAN, WAN and MAN), Network topologies,

Internet; Data representation and computer security

2 MODULE TWO 4 HOURS

Data and Information, MIS, Decision Making and role of MIS, Planning for MIS; System

Development Methodologies; Conceptual and detailed designs of MIS

3 MODULE THREE 10 HOURS

Information systems for strategic advantage, Strategic role for information system,

Breaking business barriers, Business process reengineering, Improving business

qualities.

Information system analysis and design, Information SDLC, hardware and software

acquisition, system testing, documentation and its tools, conversion methods

Decision Support System: Overview, components and classification, Steps in

constructing a DSS, Role in business, Group decision support systems, Expert systems.

4 MODULE FOUR 10 HOURS

System implementation Strategies and process; System Evaluation and Maintenance,

Applications – cross –functional MIWS; ERP; CRM; SCM; Transaction Processing;

Artificial Intelligence technologies in business: neural networks, fuzzy logic, virtual

reality; Executive information systems

5 MODULE FIVE 12 HOURS

E-commerce: Introduction, Comparison between Traditional commerce and E-

commerce, Advantages & disadvantages of E-commerce, Buying & Selling on Internet,

Issues in Implementing Electronic Commerce. Applications of Information Technology:

Information Technology (IT) applied to various functional areas of management, such

as Production / Operations, Marketing, Human Resource, Finance and Materials

Management.

Introduction to ERP Systems: Review of DBMS and Transaction processing concepts,

Business Processes and integration across functions, Salient features of ERP systems

offered by leading vendors, prerequisites and process of implementation.

6 MODULE SIX 16 HOURS

Introduction to OS and Office Software: Use of MS-Office, Basics of MS-Word, MS-Excel

and MS-PowerPoint; Application of these software for documentation and making

reports, Preparation of questionnaires, Presentations, Tables and reports (Practical)

Database Management Systems: Overview of DBMS; Components of DBMS, Recent

trends in database, RDBMS; MS Access: Overview of MS-Access. Creating tables,

queries, forms and reports in MS-Access

Internet Basics, Basic ways of connecting to the

internet, Internet Protocol, IP Address,Working with Google Services: Docs, Spreadsheet

, presenter, sites etc; Introduction to Oracle or MySQL

5. PEDAGOGY

Irrespective of where an

individual is involved in

the chain of statistical

information, there is a

necessity for a

rudimentary

understanding of the

concepts of information

technology. Towards

this end, case studies

will be extracted from

Newspapers and

Magazines regarding

daily life and explored.

These case studies will

be in addition to the

actual teaching hours

expended in imparting

technology for

Management theory.

6. TEACHING AND LEARNING RESOURCES

a) www.socr.ucla.edu/

b) www.ats.ucla.edu/stat/seminars/statteach/sites.htm

c) www.onlinestatbook.com/2/chi_square/Chi_Square.html

d) www.statsci.org/teaching.html

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Kenneth C. Laudon and Jane P. Laudon, “Information

Systems”, Pearson Publication.2013. Dorling Kindersley

(India) Pvt. Ltd.

2. O’Brien, Management, Info Systems, Tata McGrawhill, Latest

3. Giridhar Joshi, Management Information Systems,

Oxford University Press, 2013.

REFERENCES

1. Sudalaimuthu & Hariharan, Information Technology for

Managers, Himalaya publications.

2. D.Monley & CS Parker, Understanding Computers Today

& Tomorrow, Cengage/Thomson

3. ITL Education Solutions Ltd, Introduction to Computer

Science, Pearson

4. D.P. Nagpal, Computer Fundamentals. S. Chand Publishers.

2013

5. Jaiswal & Mital, MIS, Oxford University Press, Latest edition.

6. Raju Chopra, Database Management Systems, S.Chand.

2.2 MANAGERIAL RESEARCH METHODS

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

This course is designed to help students undertake a research project and guide students

through the entire research process. Business and management research involves

undertaking systematic research to find out decision outcomes. It is trans-disciplinary, and

engages with both theory and practice. The present paper intends to provide

comprehensive knowledge &skills about the research methods that are employed to

investigate problems in business. The paper discusses various steps in business research and

introduces the concepts, tools and techniques that are used at each of these steps thereby,

honing the research skills of future managers.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To instill a comprehensive and step-wise understanding of the research

process with a balanced blend of theory and applicative technique.

- To familiarize students with the types of management problems of

organizations.

- To facilitate them develop insights about basic concepts of research designs

and methodology aimed at solving business problems.

OUTCOMES - Students can be an asset to the organization by transforming into well equipped

and scientifically skilled research professionals and managers by conducting

research in every aspect of decision making in the organization.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: INTRODUCTION TO MANAGEMENT RESEARCH 6 HOURS

Definition, Nature and role of Management Research, Types of Research based on

Purpose, Process, Outcome, Nature, Action and Logic, Research concepts, constructs,

propositions and hypotheses, Features of a good Research Study, Research Process,

and Ethical issues.

2 MODULE TWO: RESEARCH PROBLEM, RESEARCH HYPOTHESIS

AND RESEARCH DESIGN

12 HOURS

Identification and Selection of the Problem, Definition and Statement of the Problem,

Evaluation of the Problem, Criteria and sources for identifying the problem, process of

defining the problem.

Nature, Definition and Characteristics of Good Hypothesis, types of hypothesis.

Formulation and testing of hypothesis

The Design of Research, Meaning, Need, dimensions and process, types of research

design

3 MODULE THREE: DATA COLLECTION AND MEASUREMENT CONCEPTS 10 HOURS

Scales of Measurement, Classification of Scales - Single Item v/s Multi Item Scales,

Comparative v/s Non-Comparative scales, Continuous Rating Scales; Criteria for Good

Measurement

Criteria for Questionnaire Designing; Types of Questionnaire; Questionnaire Design

Procedure, Pilot test, validity and reliability of Questionnaire, Cronbachs alpha,

interview schedule

Primary Data Collection, Classification of Survey methods, Evaluation Criteria for

Survey Methods; Observation Techniques, Classification of Observation Methods,

Advantages and Limitations of Observation Techniques

Secondary Data Collection, Classification of Secondary Data Sources, Evaluation of

Secondary Data, Roadmap to use Secondary Data, Benefits and Drawbacks of

Secondary data

Qualitative methods, Methods, Focus Group Method, Personal Interview Method and

Projective Techniques

4 MODULE FOUR: SAMPLING AND DATA PREPARATION 10 HOURS

Sampling,Concept of Sample and Target Population, Sample frame, Sample unit and

sample size, Characteristics of a Good Sample, Sampling Design Process; Probability

and Non Probability Sampling Design, Sampling v/s Non-Sampling Error;

Determination of Sample Size.

Data Preparation, Field Validation, Data editing, Coding, Content Analysis,

Classification and Tabulation of Data.

5 MODULE FIVE : DATA ANALYSIS 10 HOURS

Basic data analysis: Descriptive Statistics, Univariate and Bivariate Statistical Analysis

(concepts), Parametric & Non-Parametric Tests; Null & Alternative Hypothesis, Error in

Testing of Hypothesis, Critical Region, Degrees of Freedom, One Tailed & Two Tailed

Tests, Standard Error; Procedure for Testing of Hypothesis.Parametric test, Non

parametric test and Factor Analysis: Conditions for applicability, practical applicability,

Implementation and statistical Inference of the above test .

6 MODULE SIX: RESEARCH REPORT WRITING 8 HOURS

Types of Research Report, Report Structure, Report Writing: Report Formulation,

Guidelines for effective Documentation and visual representation (Graphs) and

Research Briefing –Oral Presentation.

5. PEDAGOGY

Extensive exercises and

activities, role playing, field

work, Live Research, Use of

statistical software and Case

studies to see the linkages

between the chapters and to

provide enhanced insight to

comprehend the research

methodologies illustrated in

each chapter.

6. TEACHING AND LEARNING RESOURCES

a) www.cmie.com/database

b) www.indiastat.com

c) www.hindu.com

d) www.economictimes.com

e) www.indianresearchjournals.com

f) Journal of Business Research

g) International Business & Economics Research Journal

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Deepak Chawla, NeenaSondhi, “Research Methodology concepts and Cases”, Vikas

Publishing House Pvt Ltd

2. William Zikmund, Barry Babin, Jon Carr, Mitch Griffin, “Business Research Methods”,

Cengage Learning.

3. Naval Bajpai, “Business Research Methods”, Pearson Education

REFERENCES

1 Donald R Cooper, Pamela S Schindler, JK Sharma, “ Business Research Methods”,

McGraw Hill

2 R. Panneerselvam, “Research Methodology”, Prentice hall

3 SL Gupta, “Research Methodology”, International Book House Pvt Ltd

4 Alan Bryman, Emma Bell, “Business Research Methods”, Oxford University Press.

5 Naresh K Malhotra and Satyabhushan Dash, “Marketing Research”, Pearson Education

2.3 ENTREPRENEURSHIP AND ETHICS

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

The entrepreneur who implements ‘new combinations of means of production’ plays a

crucial role in disturbing the status quo through innovation — or ‘creative destruction’ —

and thereby becomes an agent of change. As such, the ‘dynamic equilibrium’ achieved by

a constantly innovating entrepreneur could generate the conditions for increasing

opportunities for employment among other things. It is in the creation of more wealth, and

in the constant innovation from prevailing to the next best practices, that the significance

and importance of Entrepreneurship lies.

Entrepreneurship has been ‘embedded in the Indian genius and is a part of its tradition’.

Renowned economist, T.N. Srinivasan says, ‘India has been an entrepreneurial society…we

had the entrepreneurial skill but suppressed it for too long a time… and now it is thriving.’

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To inculcate the spirit and perspective of entrepreneurship among students

- To make the students job creators instead of job seekers.

- To enable the students to critically examine ethical dilemmas in entrepreneurship

OUTCOMES

- At the end of the course, the students would be aware of alternative to jobs and

employment which will make them job providers in an ethical manner.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: ENTREPRENEURSHIP IN THE NEW MILLENNIUM 8 HOURS

Concepts of entrepreneur and entrepreneurship, Importance and Characteristics of

entrepreneurs, Types of entrepreneurs, Benefits and potential risks of

entrepreneurship, Myths of Entrepreneurship, Factors affecting growth of

Entrepreneurship in India, Role of Entrepreneurship in Economic Development

2 MODULE TWO: OPPORTUNITY ASSESSMENT 10 HOURS

Opportunity Identification and Selection, Environmental dynamics and changes,

Business Opportunities in emerging environment, challenges of new venture start-ups,

Pit falls in selecting new ventures, Critical factors for new venture development, Why

new ventures fail, Sources of Finance for New Venture.

3 MODULE THREE: FEASIBILITY ANALYSIS AND CRAFTING BUSINESS PLAN 12 HOURS

Feasibility analysis of Industry, Market , Product or service and Finance ; Business plan

– Meaning, Significance, contents, formulation and presentation of Business Plan,

Common errors in Business Plan formulation.

4 MODULE FOUR: LEGAL FORMS OF ENTREPRENEURIAL ORGANIZATIONS 6 HOURS

Identifying legal structures, Selection of an appropriate legal structure, Sole

proprietorships, Partnerships, Companies, Companies under section 25, Franchising,

Legal environment – patents, copyrights, trademarks.

5 MODULE FIVE: SOCIAL ENTREPRENEURSHIP 8 HOURS

Introduction, Meaning, Perspective of social entrepreneurship, Social entrepreneurship

in practice, Boundaries of Social entrepreneurship, Few experiments.

6 MODULE SIX: ETHICS AND ENTREPRENEURSHIP 12 HOURS

Meaning and Need for business ethics, Arguments for and against Business ethics,

Ethics and laws, Establishing strategy for ethical responsibility, Approaches to

managerial ethics, Ethics and Business decisions, Frame work for ethical decision

making, CSR, Environmental awareness, Ethical leadership by entrepreneurs, Corporate

citizenship.

5. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Kanaka SS- Entrepreneurial development, S Chand -Fourth edition.

2. Robert D. Hisrich and Michael P. Peters, ‘Entrepreneurship ‘. McGraw – Hill

3. Poornima.M.Charantimath, Entrepreneurship Development Small Business

Enterprises, Pearson Education

4. Hartman, Laura.P, Perspectives in Business Ethics, McGraw Hill.

REFERENCES

1. Thomas .W.Zimmerer&Norman.M.Scarboraugh, Essentials of Entrepreneurship and

Small Business Management, PHI

2. Jeffry .A.Timmons& Stephen spinelli, New Venture Creation, Enterpreneurship for

the 21st Century, Tata McGraw Hill.

3. Dr.ArunaKaulgud, Entpreneurship Management, Thomson.

4. Mandal.S.K, Ethics in Business and Corporate Governance, Tata McGraw Hill.

5. Vasant Desai , ‘Dynamics of Entrepreneurial Development and Management’

Himalaya Publishers

6. RashmiBansal, Take me Home, Westland Ltd, 2014

2.4 HUMAN CAPITAL MANAGEMENT

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Personnel of yester years have become human resources in the recent years. This will

emerge as human capital in the coming years. Organizations need to address these

paradigm shifts. The managers in these organizations would be change agents in this

regard. Hence, students pursuing management courses have to facilitate this. Their

understanding of not only basics but the shifts in philosophy and focus would go a long way

in leveraging the changes occurring in the wider environment. This course addresses such

felt needs.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enlighten the students on the principles and practices of HR as a capital factor

- To introduce the entire gamut of scope of HR

- To capture the changing landscape of HR

OUTCOMES

- The students must be in a position to address the challenges of organizational

management through and with human resources. Thereby, the manager would

become harbinger of change management.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: ESSENTIALS OF HCM 8 HOURS

Nature of HRM, Scope, functions and importance of HRM, Evolution of HRM,

Difference with HRD, Contemporary issues and practices in HRM, Changing concept of

HRM in India and in the globe.

2 MODULE TWO: HUMAN CAPITAL PLANNING AND EMPLOYEE HIRING 8 HOURS

Nature of job Analysis, job design, Job evaluation, Human resource planning, Demand

forecasting, HR supply forecasting, Need for and factors influencing HRP, Career

planning, Promotion, transfer, demotion and separation; Employee hiring- Nature of

Recruitment, Sources of recruitment-internal and external, Employee selection,

process of employee selection, New recruitment practices Job portals, employee

reference, campus recruitment etc.

3 MODULE THREE: HR DEVELOPMENT 10 HOURS

Nature and importance of Training, Methods of training, TNA, Nature of HRD program,

Methods of management development and Executive development programs,

Development beyond training, Contemporary HRD practices

4 MODULE FOUR: PERFORMANCE MANAGEMENT SYSTEM 8 HOURS

Nature and Importance of performance appraisal and PMS, Methods and models,

Difference with Performance Appraisal, Future of performance management system.

5 MODULE FIVE: COMPENSATION MANAGEMENT AND EMPLOYEE

RELATIONS

12 HOURS

Introduction to compensation management, Components of employee and executive

compensation, Factors affecting employee compensation, Employee incentive

schemes, and Recent trends in compensations management.

Nature of employee relation, Industrial relations, Resolution of industrial disputes,

Employee grievance, Trade union and their relevance.

6 MODULE SIX: STRATEGIC HRM 10 HOURS

Introduction, characteristics and scope of SHRM, SHRM Vs Conventional HRM, Barriers

to strategic HRM, Linking HR strategy with business strategy, SHRM and business

performance.

5. PEDAGOGY

The syllabus, which

builds upon theory

and concepts, takes

the students through

examples from

corporate in various

countries. This will

give students an

insight in to a more

logical and pragmatic

manner. The students

can apply these

conceptsat

appropriate

situations.

6. TEACHING AND LEARNING RESOURCES

a) www.hreonline.com

b) www.successinhr.com

c) www.managementhelp.org/humanresources/

d) www.hr.com

e) www.human-resources.org

f) www.hrmguide.net

g) www.hronline.com

h) www.humancapitalonline.com

i) www.humanresources.about.com

j) www.iaeme.com/ijmhrm.asp

k) www.sagepub.in/journals

l) www.iupindia.in/Human_Resource_Management_Review.asp

m) The Human Resource Management Review

n) The International Journal of Human Resource Management

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Gary Dessler and BijuVarkkey (2013), Human Resource Management, Person

Publication, 12th Edition.

2. P. Jyothi and D.N Venkatesh (2013), Human Resource Management. Oxford

Publication. 2nd Edition.

3. BiswajeetPattanayak (2014),”Human Resource Management”, PHI Publications, 4th

Edition.

4. V.S.P.Rao and C.B. Mamoria (2012), “Personal Management (Text and Cases)”,

Himalaya Publications, Thirtieth Edition.

REFERENCES

1. A.M Sheikh, Human Resource development and Management, 3rd Revised edition,

S Chand publication

2. Snell and Bohlander, Human Resource Management, South-Western Cengeage

Learning. Indian Edition.

3. Uday Kumar Haldar and JuthikaSankar, Human Resource Management. Oxford

Higher Education, 2012

4. SeemaSanghi, Human Resource Management, VikasPubllications, 2014

5. SharouPande and SwapnalekaBasak, Human Resource Management, Pearson

Education, 2012

6. K. Aswathappa, Human Resource Management, McGraw Hill Education 7th edition,

2013)

7. D Gopalakrishna, Case incidents in Human resource Management, IK International

Publishers, 2014

o) Human resource development quarterly

p) International Journal of Human Resource Development and

Management (IJHRDM)

q) International Journal of Marketing & Human Resource

Management (IJMHRM)

r) Journal of Strategic Human Resource Management

s) South Asian Journal of Human Resources Management

t) Human Resource Management Journal

u) Asia Pacific Journal of Human Resources

2.5 FINANCIAL MANAGEMENT

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Getting a business idea, making a product or designing a service, marketing the same and

managing people are some of the important functions or activities of a business

undertaking. A business may be successful in all these, yet could fail on account of improper

financial management. Knowing how to fund the business enterprise, how to employ the

funds mobilized effectively and productively, how to allocate resources among various

opportunities, managing the day-to-day needs of the business etc., must not be

experimented with. This course aims at equipping a potential manager the tools and

techniques which help in making financial decisions of the business and thereby lead to

achieving the goal of business – ‘wealth maximization’.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide the concepts and foundations of managing finance in business

enterprises.

- To equip students with tools and techniques for managing finance.

- To orient the students regarding financial management practices in Indian

companies and Global enterprises.

OUTCOMES

- By the end of this course, a student would learn to identify financial challenges,

tools and techniques for decisions and would get a glimpse of practices.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: INTRODUCTION TO FINANCIAL MANAGEMENT 6 HOURS

Concept of Financial management - Meaning and definitions, Scope of Financial

Management, finance functions, Financial Goals of a firm, Agency problem, Emerging

role of finance manager in India.

2 MODULE TWO: TIME VALUE OF MONEY 6 HOURS

Compounding, Continuous Compounding, Effective Rate of Interest, Discounting –

Single Cash Flows & Series of Cash Flows, Annuity – Future Value and Present Value,

Present Value of Growing Annuity, Perpetuity – Present Value, Growing Perpetuity –

Present value, Equated Annual Installments

3 MODULE THREE: LONG-TERM FINANCING DECISIONS

(CAPITAL STRUCTURE DECISIONS)

12 HOURS

Sources of Funds: Short term sources, Long term sources, Venture Capital: features,

stages and types of venture capital.Factors influencing capital structure,

Benefit to Owners – EBIT –EPS Analysis, Point of Indifference, Financial Break-even

Point

Cost of Capital- Methods of computing cost of capital: Cost of Equity Capital, Cost of

Preferred Capital, Cost of Debt Capital, Cost of internally generated funds, Weighted

Average Cost of Capital (Theory and Problems)

Leverages-Types and Measurement

4 MODULE FOUR: LONG-TERM INVESTMENT DECISIONS

(CAPITAL BUDGETING DECISIONS)

12 HOURS

Meaning of Capital Budgeting, Significance, Principles, Capital budgeting proposals,

Methods of appraising proposals; Payback period, ARR, IRR, MIRR, NPV, Profitability

Index, Utility Method, EVA Method, APV Method, Capital Rationing.

5 MODULE FIVE: SHORT-TERM FINANCING AND INVESTMENT DECISIONS

(WORKING CAPITAL MANAGEMENT)

14 HOURS

Concept of working capital, factors determining working capital, Sources of working

capital, estimating working capital needs, Managing cash, marketable securities,

debtors and inventory.

6 MODULE SIX: DIVIDEND DECISIONS 6 HOURS

Meaning, Theory of relevance and Theory of Irrelevance, Walter’s Model, Gordon’s

Model (Theory and Problems) Types of dividends, Bonus Shares, Stock Splits.

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING AND LEARNING RESOURCES

a) www.bseindia.com

b) www.capitalmarket.com

c) www.cmie.com

d) www.financeprofessor.com

e) www.moneycontrol.com

f) www.rbi.gov.in

g) www.sebi.gov.in

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. Van Horne, James, “Financial Management and Policy”, Prentice Hall.

2. Brealy, Richards; and Myers, Stewart, “Principles of Corporate Finance”, Tata

McGraw-Hill

3. Ross, Stephen; Westerfeild, Randolph, Jaffe, Jeffrey and Kakani, Ram Kumar,

“Corporate Finance”, Eighth Edition, McGraw Hill.

4. Gitman, J. Lawrence, “Principles of Managerial Finance”, Pearson Education.

5. Damodaran, Aswath, “Corporate Finance”, John Wiley & Sons Inc.

6. DamodaranAswath, “Applied Corporate Finance”, John Wiley & Sons Inc.

7. Chandra, Prasanna, “Financial Management – Theory and Practice”, Tata McGraw-Hill

Publishing Company Limited.

8. Pandey, IM,“Financial Management”, Vikas Publications.

9. Khan, M.Y., and Jain, P.K., “Financial Management – Text, Problems and Cases”, Tata

McGraw-Hill Publishing Company Limited.

REFERENCES

1. Kishore, M. Ravi, “Financial Management – with Problems and Solutions”, Taxmann

Allied Services (P) Ltd.

2. Rajiv Srivastava, Anil Misra- Financial Management, Oxford Higher Education 2013.

3. Shashi K Gupta, R K Sharma Financial Management- Theory and practice, Kalyani

publishers 8th edition.

4. Bodhanwala, J. Ruzbeh, “Financial Management using Excel Spreadsheet”, Taxmann

Allied Services (P) Ltd.

5. Bahal, Mohit, “Practical Aspects of Financial Management”, SuchitaPrakashan (P) Ltd.

6. Sharma, Dhiraj, “Working Capital Management – A conceptual Approach”, Himalaya

Publishing House.

7. Bhalla, V.K., “Financial Markets and Institutions”, S.Chand and Co.

8. Hampton, John, “Financial Decision Making – Concepts, Problems and Cases”, Prentice

Hall of India.

9. Hawawini, Gabriel and Viallet, Claude; “Finance for Non-finance Managers”, South-

Western CENGAGE Learning.

10. Khan, M.Y; “Indian Financial System”, TheMcGraw Hill Companies.

11. Sharma, Meera; “Management of Financial Institutions”, Eastern Economy Edition.

12. Bhole and Mahakud, “Financial Institutions and Markets – Structure, Growth and

Innovations”, TheMcGraw Hill Companies.

13. Guruswamy, S., “Financial Services and System”, McGraw Hill Companies.

2.6 QUANTITATIVE TECHNIQUES AND OPERATION RESEARCH

1. GENERAL INFORMATION

Credits 4

Hours per week 4

2. PERSPECTIVE OF THE COURSE

Resources are always critical in any organization. They are unavailable in unlimited manner.

There are always constraints. Operation research is helpful in the situation of such

constraint of resources. Managers have to manage limited available resources in such a way

that neither production nor other activities get disturbed in the business. Facility design is a

fascinating area for OR. The excitement of operation research lies in the application of

Quantitative techniques to real world problems.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To impart knowledge in concepts and tools of OR and QT.

- To help students apply these tools in managerial decision making.

OUTCOMES

- The students must develop confidence and clarity in application of tools

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE 10 HOURS

Origin and development: Importance, scope, techniques and characteristics,

Optimization concept, Different types of models, Linear programming problem,

Formulation, Product allocation, Blending and diet problems, Graphical solution,

Simplex method (standard maximization)problems, Formulation of duality.

2 MODULE TWO 10 HOURS

Transportation: Importance, terminologies used, different methods for finding Initial

basic feasible solution; NWCM, LCM and VAM, unbalanced, degeneracy in

transportation, test for optimality (MODI method only), maximization problems.

3 MODULE THREE 10 HOURS

Assignment: Importanceand characteristics of assignment problem, methods-

minimization, maximization, balanced, unbalanced, prohibited and travelling salesman

and crew assignment problems.

Sequencing: terminologies and notations, types of sequencing problems; processing ‘n’

jobs through 2 machines, processing ‘n’ jobs through ‘m’ machines.

4 MODULE FOUR 10 HOURS

Network analysis: Phases, objectives, basic rules, PERT and CPM techniques, critical

path and float analysis, probabilities in PERT analysis, project crashing problems.

5 MODULE FIVE 6 HOURS

Theory of games: Types, pure and mixed strategies with two people zero sum game,

principle of dominance.

Queuing Theory(waiting line): Single server/single queue, essential features of queuing

system, single queue, operating characteristics of queuing system, probability

distribution in queuing system, multi server, description of other queuing models (only

description).

6 MODULE SIX 10 HOURS

Simulation: Basic concepts, procedures and application, Monte Carlo simulation using

Random numbers.

Replacement Models: Failure mechanism of items, assumptions of replacement theory,

types of replacement problems, replacement of items which deteriorates with time,

replacement of items that fail completely including group replacement.

5. PEDAGOGY

OR is a discipline that deals with the application of advanced analytical methods to help

make better decisions. Operations research arrives at optimal or near-optimal solutions to

complex decision-making problems. Because of its emphasis on human-technology

interaction and because of its focus on practical applications, operations research has

overlap with other disciplines, notably industrial engineering and operations management.

6. TEACHING AND LEARNING RESOURCES

a) http://www.igi-global.com/journal/...journal-operations-research

b) http://www.ifors.org/web/India/

c) http://www.inderscience.com/ijmor

d) http://www.ijorlu.ir/

e) Institute of operation research and management sciences (INFORMS) – interface

journal

f) International federation of operational research societies (INFORS)

g) International conference proceedings/publications and international journals

h) Operation research society of India- publications

i) International Journal of Operations Research (IJOR)

j) International federation of operation research societies (IFORS)

k) International Journal of Mathematics in Operational Research

l) Operational Research Society of India (ORSI)

m) International Journal of Applied Operational Research

7. RECOMMENDED READINGS

ESSENTIAL READINGS

1. K.K.Chawla and Vijay Guptha,Operation research, quantitative techniques for

management,Kalyani, 7th edition, 2014

2. N.D. Vohra (2012), “Quantitative techniques in management”, Tata McGraw-Hill

Publications, 4th Edition.

3. P.C Tulsian and Vishal Pandey (2012), quantitative techniques. Pearson Practice

series. Low price Edition.

4. J.K.Sharma,Quantitative methods and operation research, Excel publication, 2012

REFERENCES

1. David M. Lenine (2012), quantitative techniques for management. Pearson

publication.

2. Fedric S Hiller and Gerald J Lieberman (2012), introduction to operation research.

8th edition.

3. Er. Prem Kumar Guptha and Dr. D.S. Hira (2014), operation research. S.Chand

publications.

4. VeerabadrappaHarinal (2012),An introduction to operation research. New Age

international publishing.

5. Anand Sharma (2014), quantitative techniques for decision making. Himalaya

Publishing House.

6. S. Kalavathi (2013), operation Research. Vikas Publications. 4th edition.

7. HamdyATaha (2013), operation research. Pearson publication. 9th edition.

8. G.V Shenoy and V.K. Srivathsava (2013), operation research for managerial decision.

New Age international publishing.

9. PradeepprakashkarPai (2013), operation research principle and practices. Oxford

Higher Education.

10. P.Rama Murthy (2014), operation Research. New Age international publishing. 2nd

Edition.

11. C.K. Mustafi (2009), operation Research methods and practices. New Age

international publishing. 3rd Edition

2.7 INNOVATION MANAGEMENT

1. GENERAL INFORMATION

Credits 2

Hours per week 2

2. PERSPECTIVE OF THE COURSE

India is increasingly becoming a top global innovator for high-tech products andservices.

Still, the country is underperforming, relative to its innovation potential—with direct

implications for long-term industrial competitiveness and economicgrowth.About 90

percent of Indian workers are employed in the informal sector, andthis sector is often

characterized by underemployment, as well as low-productivityand low-skill activities.

Although India has the benefit of a dynamic youngpopulation—with more than half of the

country’s population under 25 years old—only 17 percent of people in their mid-20s and

older have a secondary education. To sustain rapid growth and help alleviate poverty, India

needs to aggressively harness its innovation potential, relying on innovation-led, rapid, and

inclusive growth to achieve economic and social transformation.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES:

- To apprise on value of innovation

- To impart skills of innovation

- To enable students think and act on innovation

OUTCOMES:

- Conceptual and application clarity on innovation.

4. COURSE CONTENT AND STRUCTURE

1 MODULE ONE: EXPLORING INNOVATIONS 8 HOURS

Concept of innovation, historic retrospective, typology of innovations, innovation

process, Macroeconomic view of innovation approaches to innovations, Assumptions

and barriers to innovations, Innovation sources, i.e. science and R&D, technology

transfer, push and pull approaches. Processes used to explore innovations along the

technology, market and strategy dimensions as the innovation moves from idea to

market

2 MODULE TWO: APPLICATION OF INNOVATION 8 HOURS

Organizational aspects of innovation, Soft methods and techniques of innovation

management, Creative approaches, Systemic and analytical methods and techniques of

innovation management, Economic aspects of innovations encompassing sources of

innovation financing

3 MODULE THREE:MARKETING INNOVATIONPRODUCTS 5 HOURS

Strategic considerations on innovations, innovation platforms that incorporate new

product development, process innovations, service innovation, service design

innovation, multiple product options, portfolios and standards

4 MODULE FOUR: EVALUATION OF INNOVATION 5 HOURS

Effectiveness evaluation, integration of risks, factors influencing economic

effectiveness, Post implementation analysis of innovation projects, Intellectual

property of innovations, legal aspects of innovations

5 MODULE FIVE : INNOVATION IN REALITY 4 HOURS

Mindset, lateral thinking, out of box approach, creativity, innovation for problem

solving

5. TEACHING AND LEARNING RESOURCES

a) www.iciindia.com

b) www.johnstark.com

c) www.shell.com/Innovation

d) www.jugaadtoinnovation.com

e) www.super30.org

f) Harvard Business Review

g) Journal of Product Innovation & Management

h) Journal of Business Strategies

i) Journal of Business Venturing

6. RECOMMENDED READINGS

ESSENTIAL READINGS

1. CK Prahalad and MK Krishnan : The new age of innovation, McGraw Hill

2. Paul Traut: Innovation Management and New product Development ,Pearson

3. Khandwalla: Corporate Creativity, McGraw hill

REFERENCES

1. Mauborgne, René, Blue Ocean Strategy, Boston, Harvard Business School Press, 2005.

2. Snyder, Duarte, Unleashing Innovation, How Whirlpool Transformed an Industry, Jossey-

Bass, 2008

3. Mass, Harvard Business School Press, 2006

4. Fraser, Healther, Design Works; Toronto: University of Toronto Press, 2012

5. Govindarajan, Vijay & Trimble, Chris, 10 Rules for Strategic Innovators; Boston: Harvard

Business School Press, 2005

6. Govindarajan, Vijay & Trimble, Chris, Reverse Innovation; Boston: Harvard Business

School Press, 2012

7. Hamel, Gary, The Future of Management; Boston: Harvard Business School Press, 2007

MASTER OF BUSINESS ADMINISTRATION [DAY] UNDER

CHOICE BASED CREDIT SYSTEM (CBCS)

(2014 - 2015 ONWARDS)

COURSE CONTENT OF THIRD SEMESTER

CANARA BANK SCHOOL OF MANAGEMENT STUDIES,

BANGALORE UNIVERSITY, BANGALORE

COURSE MATRIX

THIRD SEMESTER

PAPER SUBJECTS

CORE SUBJECTS

3.1 STRATEGIC MANAGEMENT & CORPORATE GOVERNANCE

3.2 PROJECTS AND OPERATIONS MANAGEMENT

ELECTIVE SUBJECTS

3.3 FINANCE 3.3.1 INDIAN FINANCIAL SYSTEM 3.3.2 CORPORATE TAX PLANNING AND MANAGEMENT 3.3.3 CORPORATE VALUATION AND RESTRUCTURING

3.4 MARKETING 3.4.1 RETAILING MANAGEMENT AND SERVICES 3.4.2 CONSUMER BEHAVIOR\ 3.4.3 RURAL AND AGRICULTURAL MARKETING

3.5 HUMAN RESOURCES 3.5.1 LEARNING AND DEVELOPMENT 3.5.2 INDUSTRIAL AND EMPLOYEE RELATIONS 3.5.3 PERFORMANCE MANAGEMENT SYSTEM

3.6 HEALTH CARE MANAGEMENT3.6.1 PERSPECTIVES ON HEALTH CARE SECTOR 3.6.2 MANAGEMENT OF PUBLIC HEALTH SYSTEMS 3.6.3 HEALTH ECONOMICS

3.7 BANKING FINANCE AND INSURANCE (BFIS)3.7.1 STRATEGIC CREDIT MANAGEMENT IN BANKS 3.7.2 INSURANCE PLANNING & MANAGEMENT 3.7.3 INDIAN FINANCIAL SYSTEM

3.8 STARTUPS AND SMEs MANAGEMENT3.8.1 PERSPECTIVES ON STARTUPS AND SMEs 3.8.2 BASIC MANAGEMENT ASPECTS OF SMALL BUSINESS 3.8.3 ESTABLISHMENT OF SMEs

OPEN ELECTIVE

3.9 MANAGEMENT PERSPECTIVES (TO BE OFFERED TO OTHER PG STUDENTS BY CBSMS UNDER CBCS SCHEME) 3.10

PROJECT WORK FOR 4 WEEKS(BETWEEN II & III SEMESTER)

3.1 STRATEGIC MANAGEMENT AND CORPORATE GOVERNANCE

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

In today’s economy, strategy plays an important role in gaining and sustaining a competitive

advantage, which has become harder than ever .The syllabus captures the complexity of the

current business environment and delivers the latest skills and strategic process adopted by

companies, which will help students develop strategic prowess.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enlighten the students with the concepts and practical applications of Strategic

Management and Corporate Governance.

- To instill a comprehensive and step-wise understanding of the principles of

strategy formulation and competitive analysis

OUTCOMES

- This course will equip the students with required skills of managerial decisions and

actions.

- This will enable students to transfer conceptual learning to strategic application in

their professional lives.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: STRATEGY AND PROCESS 4 HOURS

Historical perspective of Strategic management, Conceptual framework for strategic

management, the Concept of Strategy and Strategy Formation Process – Stakeholders

in business –Vision, Mission and Purpose – Business definition, Objectives and Goals.

The SM model

2 MODULE 2: COMPETITIVE ADVANTAGE 12 HOURS

External Environment – PESTEL Analysis, SWOT Analysis, Porter’s Five Forces Model

,The Competitive Profile Matrix (CPM) ,Globalization and Industry Structure –

Resources, Capabilities and competencies – Value Chain Analysis – Core competencies,

generic building blocks of Competitive Advantage- Distinctive Competencies - Avoiding

failures and sustaining competitive advantage

3 MODULE 3: THE STRATEGIC ALTERNATIVES 12 HOURS

Corporate Level Strategies – Stability, Expansion, Retrenchment and Combination

strategies - Business level strategy: Cost, Differentiation, and Focus Strategies- Strategy

in the Global Environment - Corporate Strategy - Vertical Integration - Diversification

and Strategic Alliances- Building and Restructuring the corporation- Strategic analysis

and choice – Environmental Threat and Opportunity Profile (ETOP) – Organizational

Capability Profile - Strategic Advantage Profile - Corporate Portfolio Analysis – GAP

Analysis - Mc Kinsey's 7s Framework - GE 9 Cell Model – BCG Matrix - Balance Score

Card, Internal Factor Evaluation (IFV) Matrix

4 MODULE 4: STRATEGY IMPLEMENTATION & EVALUATION 8 HOURS

The implementation process, Resource allocation, designing organizational structure -

Designing Strategic Control Systems - Matching structure and control to strategy -

Implementing Strategic change-Politics-Power and Conflict-Techniques of strategic

evaluation & control.

5 MODULE 5: CURRENT STRATEGIC ISSUES 10 HOURS

Managing Technology and Innovation- Blue Ocean Strategy, managing in an economic

crisis, new directions in strategic thinking, Strategic issues for Non Profit organizations,

Small Scale Industries, New Business Models and strategies for Internet Economy.

6 MODULE 6: CORPORATE GOVERNANCE 10 HOURS

Defining Corporate Governance, Exploring Corporate Governance and the Relationships

between Internal and External Stakeholders, The organization’s Responsibility and

Accountability to Its shareholders, The Organization’s Accountability to Its Board of

Directors, Role and Responsibilities of the Board, Integrity and Ethical Behavior:

Disclosure and Transparency. Development and critical appraisal of corporate

governance in India.

5. PEDAGOGY

Conceptual explanation in detail in the class room sessions and relevant cases will give

students a better perspective. Live projects should be the part of curriculum

compulsorily.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Fred.R.David, Strategic Management and cases, PHI Learning,

2. Charles W.L.Hill& Gareth R.Jones, Strategic Management Theory, An Integrated

approach, ceengage learning

3. Robert. G. Grant, Strategic Management

4. Thomas L. Wheelen, J.David Hunger and KrishRangarajan, Strategic Management and

Business policy, Pearson Education.

5. AzharKazmi, Strategic Management & Business Policy, Tata McGraw Hill

REFERENCES

1. Gregory Dess and G.T. Lumpkin: Strategic Management Creating Competitive

Advantage, TMH,

2. UpendraHachru , Strategic Management concepts & cases , Excel Books

3. AdriauHAberberg and Alison Rieple, Strategic Management Theory & Application,

Oxford University Press.

4. Anthony E Henry: Strategic Management ,oxford publication

5. Harvard Business Review, Business Policy – part I & II, Harvard Business School.

6. NitishSen Gupta and JS Chandan :Strategic Management ,Vikas Publication

7. Mason A Carpenter, WM Gerard Sanders and PrashanthSalwan:Strategic

Management ,Pearson

8. Gupta, Gollakota and Srinivasan, Business Policy and Strategic Management –

Concepts and Application, Prentice Hall of India, 2nd edition, 2007

Online Resources

1. http://ocw.mit.edu/courses/sloan-school-of-management/15-902-strategic-

management-i-fall-2006/lecture-notes/

2. http://catalog.flatworldknowledge.com/bookhub/reader/3085?e=ketchen_1.0-

ch08_s05#ketchen_1.0-ch01_s01

3. http://2012books.lardbucket.org/books/strategic-management-evaluation-and-

execution/index.html

4. http://www.strategicmanagementinsight.com/

3.2 PROJECTS AND OPERATIONS MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Operations Management deals with understanding and integrating business processes

within and between organizations. Students will look at the designs, management and

improvement of processes, systems and networks for use within and between

organizations.

The Operations Management course will introduce the student to basic business ideas and

their implementations. The business manager manages both the operation they are

managing and the Project Manager with his/her project. They must take responsibility for

all products or services that are delivered. They must ensure that it is in line with quality

standards. The way in which Production and Operations are managed is directly linked to

the success of a business or organization.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To impart the concepts, tools and techniques of project management

- To gain clear understanding of Operations Management

- To gain a perspective on quality improvement and cost reduction

OUTCOMES

- At the end of the courses, the students must have better insight in to project and

operations management.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 108 Hours

Definition of Project, Programme and Portfolio Management, Difference between

Project and Operations Management, Ten subsystems and brief introduction to all sub

systems: Integration Management, Scope Management, Time Management, Cost

Management, Procurement Management, Risk Management, Stakeholders

Management and Communication Management.

2 MODULE 2 10 Hours

Introduction to project life cycle, Introduction to PERT/CPM & Problems and Cases,

Resource Leveling, Scheduling with limited Resources

Work Breakdown Structure (WBS), WBS through MS Project, Arranging activities as per

precedence, Network Planning, Resource Planning, Review and Monitoring, Project

team Management i.e. forming, storming, norming, performing and adjourning. QFD in

Project Management, Introduction to scheduling tool like “Project Libre”.

3 MODULE 3 10 Hours

Budgeting and Costing, Concept of Earned Value, Concept of Cost Performance Index,

Forecasting Cost at the end of Project completion

Risk Management, Concept of Risk Management and identification of Risk,

Quantification of Risk and Problems in Project Management through Risk analysis

4 MODULE 4 10 Hours

Nature and Scope of Production and operations Management, its relationship with

other Systems in Organizations, Functions of Production and material management,

Types of production Systems. Forecasting as a planning tool, Forecasting types and

methods, Exponential smoothening, Measurement of errors, Monitoring and

Controlling forecasting models, Box-Jenkins Method. Facility Planning: Facilities

location decisions, factors affecting facility location decisions and their relative

importance for different types of facilities.

Facility layout planning: Layout and its objectives for manufacturing operations,

principles, types of plant layouts – product layout, process layout, fixed position layout,

cellular manufacturing layouts, hybrid layouts, Factors influencing layout changes.

Introduction to Lean operations and elimination of 7 wastes (Mudas)

5 MODULE 5 10 Hours

Quality management: Introduction; Quality characteristics of goods and services; Tools

and techniques for quality improvement: check sheets, histogram, scatter diagram,

cause and effect diagram, Pareto chart, process diagram, statistical process control

charts; Quality assurance; Total quality management (TQM) model; Service quality,

concept of Six Sigma and its application. Juran’s quality trilogy, Deming’s 14 principles,

PDCA cycle, Quality circles, Quality improvement and cost reduction – 7QC tools and 7

new QC tools, Introduction to the current ISO 9000 and QS 9000.

6 MODULE 6 08 Hours

Meaning of Productivity and different types of productivity like productivity in R&D, HR,

Materials, Finance, Planning and Control in Mass Production, Job type

Materials Management: Role of Materials Management – materials and profitability,

Purchase functions, Procurement procedures including bid systems, Vendor selection

and development, Vendor rating, ethics in purchasing. Roles and responsibilities of

Purchase Professionals. Concepts of lead time, purchase requisition, purchase order,

amendments, forms used and records maintained.

Inventory Management: Concepts of inventory, types, Classification, selective inventory

management, ABC, VED and FSN analysis. Inventory costs, Inventory models – EOQ,

safety stocks, Re order point, Quantity discounts.

5. PEDAGOGY

Emphasis have to be given on class room reaching, practices like problem solving should

be the part of explanation and compulsory mini project assignments to be given to

enhance the students understanding of the subject.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Mahadevan B, “Production and Operations Management”, Pearson Education India,

2010

2. J.P Saxena, “Production and Operations Management”, Tata Mcgraw-Hill Education

Pvt Ltd

3. Ajay K.Garg, “Production and Operations Management”, Tata McGraw-Hill Education

Pvt Ltd

4. Norman Gaither and Greg Frazier, “Operations Management”, South – Western

College Pub.1999

5. Clifford Gray and Larson, “Project Management”, MC Graw-Hill/Irwin,2008

6. Project Management Institute, “Project Management Body of Knowledge”, Project

Management Institute Inc, 2013

REFERENCES

1. Martand T. Telsang, “Production Management”, S Chand & Company Pvt Ltd

2. MartandTelsang, “Industrial Engineering Production Management”,

3. S Chand & Company Pvt Ltd

4. Richard B. Chase, Ravi Shankar, F.Robert Jacobs, Nicholas J Aquilano, “Operations &

Supply Management”, Tata McGraw-Hill Education Pvt Ltd

JOURNALS

1. International Journal of Operations and Production Management

2. Journal of Operations Management

3. PMI Journals

WEB RESOURCE

1. www.emeraldgrouppublishing.com

2. www.journalselsevier.com

3. www.poms.org

ELECTIVE SUBJECTS

3.3 FINANCE

3.3.1 INDIAN FINANCIAL SYSTEM

3.3.2 CORPORATE TAX PLANNING AND MANAGEMENT

3.3.3 CORPORATE VALUATION AND RESTRUCTURING

3.3.1 INDIAN FINANCIAL SYSTEM

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

A finance professional needs knowledge of financial management practices within the

organization, and financial systems which influence the organization from outside. The

financial system comprises of financial institutions, financial markets, financial instruments,

financial products and services. A thorough understanding of all these components will

equip a finance manager to make better and informed decisions. Hence, the course on

“Indian Financial System” which orients the learner all the external forces influencing

financial and strategic decisions of a business enterprise is introduced.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide an insight into the functioning of Indian financial system.

- To make students understand the various components of the financial system, the

inter-relationship among different components and the impact on business

enterprise

OUTCOMES

At the end of the course, student will learn -

- The framework of Indian Financial System.

- The various financial institutions that have impact and influence on business

organizations and their functioning.

- The financial markets and their mechanism, with special emphasis on Stock

Exchanges.

- Various financial services available for a business enterprise

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: OVERVIEW OF FINANCIAL SYSTEM 6 HOURS

Indian Financial System – Features, Constituents of Financial System – Financial

Institutions, Financial Services, Financial Markets and Financial Instruments. Overview

of Global Financial System

2 MODULE 2: FINANCIAL INSTITUTIONS 12 HOURS

Meaning of Financial Institutions, Special Characteristics, Broad Categories – Money

Market Institutions and Capital Market Institutions. Industrial Finance Corporation of

India, Industrial Development Bank of India, State Financial Corporations, Industrial

Credit and Investment Corporation of India, EXIM Bank of India, , National Small

Industrial Development Corporation, National Industrial Development Corporation, Life

Insurance Corporation of India, Unit Trust of India

3 MODULE 3: NON-BANKING FINANCIAL INSTITUTIONS 8 HOURS

Meaning, Registration, Principal Business of NBFCs, Structure, Supervision, RBI

Measures for NBFCs, Other Measures.

4 MODULE 4: FINANCIAL SERVICES 12 HOURS

Concept, Objectives / Functions, Characteristics, Financial Services – Concept,

Classification, Regulatory Framework. Merchant Banking, Mutual Funds, Leasing, Credit

Rating.

5 MODULE 5: FINANCIAL MARKETS 12 HOURS

Meaning and definition, Role and Functions of financial markets, constituents of

Financial Markets, Money Market and instruments, Capital Markets and Instruments.

6 MODULE 6: STOCK EXCHANGE 6 HOURS

Meaning and definition, Role and Functions, Regulatory Framework of Stock Exchange,

Profile of Indian Stock Exchanges, Listing, Trading

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Guruswamy, S, “Indian Financial System”, McGraw Hill Companies 2. L.M. Bhole,“Financial Institutions & Markets, Tata McGraw Hill, New Delhi. 3. Khan, M.Y, “Indian Financial System”, TheMcGraw Hill Companies. 4. Sharma, Meera, “Management of Financial Institutions”, Eastern Economy Edition. 5. Bhole and Mahakud, “Financial Institutions and Markets – Structure, Growth and

Innovations”, TheMcGraw Hill Companies. 6. Guruswamy, S, “Financial Services and System”, McGraw Hill Companies 7. Edminister. R.O, Financial Institutions, Markets & Management, McGraw Hill, New

York, 1986. 8. Karkal G.C,Unorganised money markets in India, Lalwani, Bombay. 9. Khan. M.Y, Indian Financial System, Vikas 10. H.R Machiraju, Indian Financial System, Vikas Pub. House. 11. E.Gorden& K. Nataraj, Financial Markets and Services, Himalaya Publishing house

REFERENCES

1. ICWA, Financial Services, ICAI, Publication.2. G.S. Patel, Capital Market, Functioning and Trends, ICFAI Publication. 3. J.N. Dhonkar, A Treatise an Merchant Banking, Skylark Pub. Delhi. 4. Vindo Kothari, Leasing, Hirepurchase and Consumer Credit, Wadhwa and Company. 5. SEBI Guidelines issued from time to time. 6. K. Sriram, Handbook of Leasing, Hire Purchasing and Factor, ICFAI Publications. 7. Gledstone, Venture Capital Investing, NY, Prentice Hall. 8. Smith P.F., Money and Financial Intermediation, The Theory and Structure of

Financial Systems, Prentice Hall, New Jersey.

3.3.2 CORPORATE TAX PLANNING AND MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

External environment, especially political and legal environment, has a huge impact and

influence on conducting business. One among the factors which has a big impact on both

the business enterprise and economy is the element of taxation. Unless a finance manager

can analyze and think from tax perspective, no decision is complete and accurate. It is highly

essential to understand the various taxes that have an impact on business, procedures to be

followed and adopted for meeting tax regulatory requirements, and the system that

governs them. Hence, this paper “Corporate Tax Planning and Management” is introduced

to orient a prospective finance manager regarding the tax matters that influences business

and train him on making decisions considering such influence.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To impart students with knowledge on tax, types of tax and their modalities.

- To give insight on the taxes influencing a corporate entity – both direct and

indirect.

- To orient the students on the procedures and formalities to be adhered, with

regard to tax matters.

OUTCOMES

- The meaning of taxes, types of tax and the differences between them.

- The taxonomy of taxation in India.

- Computation of income tax liability of a corporate entity and the strategies for

legally reducing tax burden.

- The various indirect taxes levied by Union Government on corporate entities, the

extent of liability and procedural formalities in respect of each of the taxes.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: ASSESSMENT OF CORPORATE ASSESSES 18 HOURS

Types of Companies, Residential Status and Incidence of Tax for companies,

computation of taxable income and tax liability according to Income Tax Provisions,

Book Profits, Minimum Alternate Tax under section 115JB, Tax Credit under MAT,

Dividend Distribution Tax u/s 115-O.

2 MODULE 2: TAX PLANNING AND MANAGEMENT 8 HOURS

Tax Planning, Tax Avoidance and Tax Evasions – Meaning and differences. Objectives

and Types of Tax Planning, Areas of Tax Planning – Location of Business, Nature of

Business, Form of Ownership, Specific Management Decisions – Capital Structure

Decisions, Own or Lease an Asset, Make or Buy Decisions, Repair or Replace Decisions,

Transfer Pricing. Tax Planning for Amalgamations.

3 MODULE 3: EXCISE DUTY 10 HOURS

Meaning, Types, Features of Excise Duty, Sources of Excise Law, Chargeability of Excise

Duty – conditions. Goods – classification. Taxable Event. Computation of Duty Payable –

specific duty, Compounded Levy Scheme, Duty based on Capacity of Production, Duty

based on Value – Tariff Value, Retail Sale Price, Transaction Value. Valuation of

Excisable Goods. General procedures – Registration, Payment, Filing of Returns

4 MODULE 4: CUSTOMS DUTY 10 HOURS

Import Procedures and Export Procedures. Meaning and Types, Features and Sources,

Applicability, Chargeability of Customs Duty, Exceptions for levy of customs duty,

Taxable Event, Valuation of imported and exported goods for levy of customs duty.

Computation of Customs Duty Payable. General Procedures.

5 MODULE 5: SERVICE TAX 5 HOURS

Meaning of Service – Declared Services and Specific Exclusions. Taxable Services –

Negative List and Exempted Services. Taxable Value of Services - Abatements. Taxable

Event. Rate of Service Tax – Special Cases. General Procedures – Registration, Payment,

Filing of Returns, Assessment.

6 MODULE 6: CENTRAL SALES TAX 5 HOURS

Meaning and Objects of Central Sales Tax Act, Terminology, Chargeability of Central Sales Tax –Exceptions, Rate of CST, Sale price and Taxable Turnover

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Singhania, Vinod, and Singhania, Kapil, “Direct Taxes – Law and Practice”, Taxmann.

2. Ahuja, Girish and Gupta, Ravi, “Direct Taxes – Law and Practice”, Bharat Publications.

3. Manoharan, T. N and Hari, G.R., “Direct Tax Laws”, Snow White Publications.

4. Sodhani, Vineet, “Indirect Taxes”, Taxmann Publications.

5. Hiregange, Jain and Nayak, “Student’s Handbook on Indirect Taxes”, Puliani and

Puliani.

REFERENCES

1. Study material of the Institute of Chartered Accountants of India available at

http://www.icai.org/post.html?post_id=10169 and

http://www.icai.org/post.html?post_id=10172

2. www.finmin.ninc.in

3. www.incometaxindia.gov.in

4. www.cbec.gov.in

3.3.3 CORPORATE VALUATION AND RESTRUCTURING

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The ultimate goal of any business enterprise is ‘wealth maximization’ or ‘value

maximization’. A business enterprise must manage itself in order to achieve that goal. Such

management is called ‘Value Based Management’. For making students understand the

essence of valued based management, they must be oriented about valuation, value drivers

and the strategies that can help in reaching the goal – both organic and inorganic. This

course “Corporate Valuation and Restructuring” aims at orienting finance professionals

about the essential components of value based management.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide knowledge on valuation of business enterprises.

- To make students understand the various models of value based management.

- To give insight on various forms of corporate restructuring.

OUTCOMES

- The basic concepts required for corporate valuation.

- The various methods of valuation.

- Valuation in special cases.

- Models of value based management.

- Strategies for ‘value maximization’ – corporate restructuring, with special focus on

mergers and acquisitions.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: BASICS OF BUSINESS VALUATION 8 Hours

Introduction, Purpose of valuation, distinction between price and value, Principles and

Techniques of Valuation, Role of Valuation, key areas of valuation, Concepts of value:-

Market Value, Fair value, Book Value, Intrinsic value, Investment value, Liquidation

value, Replacement value. Role of valuation in Business acquisition and Corporate

finance, Valuation process.

2 MODULE 2: VALUATION MODELS 10 Hours

Approaches/Methods of valuation: Asset-Based Approach, Earnings Based Approach(

Earnings-Capitalisation Method ,P/E Ratio), DCF Approach: Market value Based

Approach, Market value Added Approach . Enterprise DCF Valuation: Two stage and

three stage growth models, Relative Valuation –Direct Comparison and Peer group

approach, ,Contingent claim valuation

3 MODULE 3: ENTERPRISE VALUATION 8 Hours

Valuation of firm in pieces : Valuation of Debentures, Valuation of Equity shares,

Valuation of Preference shares. Equity DCF Model (Dividend Discount Model and FCFE

Model),Adjusted Present Value (APV) Model, Economic Profit Model.

4 MODULE 4: INTELLECTUAL CAPITAL VALUATION 6 Hours

Components and Valuation of Intellectual capital: Market to book ratio. Tobin’s Q,

Analytical Approaches: Economic value added, Balanced Score card, Human Resource

Accounting.

5 MODULE 5: CORPORATE RESTRUCTURING 14 Hours

Introduction and types of corporate Restructuring.

Expansion: Amalgamation, Absorption, Tender offer, Asset acquisition and Joint

venture.

Contraction: Spinoff, Split ups, Equity carve out Divestiture, Asset sale.

Corporate controls: Going private, Equity buyback, Leveraged Buyouts, Anti takeover

defense.

6 MODULE 6: VALUATION OF MERGERS & ACQUISITION 10 Hours

Concepts of Value in context of Mergers & Acquisitions. Approaches to valuation in

case of M&A: DCF Approach, Selection of appropriate cost of capital for valuation,

Process of selecting target companies, Forms of Consideration and terms of

acquisitions, Implications of regulations for business combinations, Post merger

integration process, Types of exit strategies and their implications, Shareholder Value

Analysis, Exchange Ratio-Bases used for Computation

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Ravi M Kishore, “Strategic Financial Management”, Taxman Publication

2. Bender, Ruth and Ward, Keith, “Corporate Financial Strategy”, Butterworth

Heinemann.

3. Damodaran, Aswath, “Damodaran on Valuation”, John Wiley.

4. Damodaran, Aswath, “The Dark Side of Valuation”, John Wiley.

5. Chandra, Prasanna, “Corporate Valuation and Value Creation”, McGraw Hill.

6. Jakhotiya, G.P., “Strategic Financial Management”, Vikas Publishing House Private

Limited.

7. Allen, David, “Financial Decisions – A Guide to the Evaluation and Monitoring of

Business Strategy”, The Chartered Institute of Management Accountants, Kogan

Page.

8. Hampton, John, “Financial Decision Making – Concepts, Problems and Cases”,

Prentice Hall of India.

REFERENCES 1. Penman, H Stephen, “Financial Statement Analysis and Security Valuation”, Tata

McGraw-Hill Publishing Company Limited.

2. Grinblatt, Mark and Titaman, Sheridan, “Financial Markets and Corporate Strategy”,

Tata McGraw Hill.

3. Chandra, Prasanna, “Financial Management”, Tata McGraw Hill Publishing Limited.

4. Hawawini, Gabriel and Viallet, Claude; “Finance for Non-finance Managers”, South-

Western CENGAGE Learning.

5. Weaver, Samuel and Weston, Fred; “Strategic Corporate Finance” South-Western

CENGAGE Learning.

6. Allen, David, “An Introduction to Strategic Financial Management – The Key to Long

Term Profitability”, The Chartered Institute of Management Accountants, Kogan

Page.

7. Vedpuriswar, A.V, “Strategic Financial Management – Achieving Sustainable

Competitive Advantage”, Vision Books.

8. Marshall, John and Bansal, Vipul, “Financial Engineering – A Complete Guide to

Financial Innovation”.

9. Copeland, Tom, Koller, Tim and Murrin, Jack, “Valuation – Measuring and Managing

the Value of Companies”, McKinsey Quarterly, Wiley Finance.

ELECTIVE SUBJECTS

3.4 MARKETING

3.4.1 RETAILING MANAGEMENT AND SERVICES

3.4.2 CONSUMER BEHAVIOR

3.4.3 RURAL AND AGRICULTURAL MARKETING

3.4.1 RETAILING MANAGEMENT AND SERVICES

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per 4

2. PERSPECTIVE OF THE COURSE

Marketing of services has emerged as a distinct area over the last couple of decades. Service

industry is a large employer and contributes substantially to the economy. Marketing of

services needs additional skills and understanding. There is a need to understand marketing

of services including retailing which is an emerging service industry.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To understand the services domain from a marketing perspective.

- To understand retailing as a business and have a comprehensive view of the

marketing and store management functions in a retailing organization.

OUTCOMES

- At the end of the course, student must be able to understand the essential

components of a service business and manage retailing.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Foundations of services marketing - The services concept- Service Industry –Nature of

Services, Distinctive Characteristics of Services, Classification of Services – Importance

of Services Marketing - The Growth in Services – Global & Indian Scenarios, Extended

Services Marketing Mix: 7 Ps of Services Marketing.

2 MODULE 2: 10 HOURS

The GAP model, Customer expectations of services, Customer perceptions of Service

and Measurement of quality in services, Servqual model and measurement methods,

Employees role in service delivery, Creating a culture of service, the services marketing

triangle, Customers role in service delivery, Services -Market Segmentation –

Positioning and Differentiation of Services, Strategies for managing closing the five

gaps.

3 MODULE 3: 10 HOURS

Managing the Service Process – new service development, Service Blueprints, Customer

defined service standards, Physical Evidence and Cape Services. Service encounter,

Service failure and recovery, Service pricing, Customer relationship management and

Loyalty in services, Role of social media in customer services.

4 MODULE 4: 10 HOURS

Introduction to retailing, types of retailers and Retail formats including e-tailers,

theories of retail development, Consumer shopping behaviour and decision making

process, the concept of franchising, Retail mix, measuring performance in retail,

Introduction to multi-channel retailing, Retail Strategy

5 MODULE 5: 8 HOURS

Key elements of store operations and managing touch points, role of a store manager,

Retail location selection, Segmenting and targeting in retail, shopper marketing -

components, store design and layouts, Visual Merchandising

6 MODULE 6: 10 HOURS

Integrated marketing Communications in retailing, Merchandising concept and

functions, Merchandise Management, Concept of CPFR, Category Management -

Definition and process, Introduction to private labels. Customer services in retailing.

5. PEDAGOGY

Suggested Mini Projects:

a. Create a service blueprint for a retail store/hospital/e-tailer

b. Compare two service providers in the same product category on 7P’s of Services

marketing

c. Create a letter to the customer who has made a complaint about the service

d. Interview a service employee and a customer in the same establishment to

understand expectations and managing them

e. Visit a Kirana store and a large supermarket – compare them on various elements of

the retail mix

f. Make a structured observation sheet and observe 10 customers to a large

supermarket and list your findings.

g. Go through 4 e-tailers websites and make a SWOT analysis with a focus on ‘online

services’

h. Visit a large retail store and list the functions of the ‘customer service dept.’ in that

store based on interview and observations.

i. Make a comparison between two retailers and their ‘positioning statements’ using a

photo essay format

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Valarie A Zeithml, Mary Jo Bitner and Ajay Pandit , Services Marketing – Integrating

customer focus across the firm, McGraw hill –Irwin Publication, 6th edition, 2012

2. SwapnaPradhan , “Retailing Management text and cases”, Tata McGraw hill

Education, 4th edition, 2012

3. Michael Levy, Barton Weitz, and Ajay Pandit , Retailing Management, McGraw Hill

Education, 8th edition, 2012

REFERENCES

1. PacoUnderhill , Why we buy – The Science of Shopping , Simon & Schuster;

Updated and revised edition, 2008.

2. G.P.Sudhakar , Integrated Retail Communication, Prentice Hall of India Pvt Ltd,

2012

3. Sriram B Iyer , Retail Store Operations , Tata McGraw Hill Education Pvt Ltd, Ist

Edition , 2011

4. Rosemary Varley and Routledge , Retail Product management: Buying and

Merchandising ,Routledge Publication, 2 edition 2005

JOURNALS

1. Journal of retailing and consumer services - elsevier

2. Journal of retailing

3. Journal of services marketing

WEB RESOURCES

1. www.retailmarketing.com

2. www.forbes.com

3.4.2 CONSUMER BEHAVIOUR

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per 4

2. PERSPECTIVE OF THE COURSE

Consumers collectively influence economic and social conditions within an entire society. In

market systems based on individual choice, consumers strongly influence what will be

produced, for whom it will be produced, and what resources will be used to produce it.

Consumer Behavior is the study of individuals, groups or organizations and the processes

they use to select, secure, use and dispose of products, services, experiences or ideas to

satisfy needs. Essentially, consumer behavior deals with how frequently a person or

organization may purchase an item from a company. It closely relates to elements of

customer services--such as problem resolution and overall satisfaction--and to marketing

strategies such as pricing, promotion and product placement. This course covers the

theoretical frameworks and applications based on the understanding of consumer behavior

for marketing success and aims at understanding various factors shaping consumer choice.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To gain clear understanding of the factors that shape consumer behavior

- To understand various theoretical models of consumer behavior.

- To gain a perspective on consumer behaviour research and some important tools

and techniques used.

OUTCOMES

- At the end of this course, students will be able to appreciate the importance of

understanding consumer behaviour for marketing success, understand the various

factors shaping consumer behaviour and choice, be able to conduct exploratory

research in consumer behavior and be able to use understanding of consumer

behaviour in making marketing plans

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Introduction: The Scope and importance of consumer behaviour, Concept, diversity of

consumer behavior, Characteristics ofIndian Consumers. Individual determinants of

Consumer Behaviour, Motivation, Personality and Self Concept, Consumer Perception,

Consumer Learning, Consumer Attitude Formation and Change.

2 MODULE 2: 10 HOURS

Influences on the Consumer: Consumer needs, motives - positive and negative

motivation - rational versus emotional motives. Consumer relevant reference groups -

opinion leaders - family decision making and consumption related roles - family life

cycle - social class and consumer behaviour - influence of culture on consumer

behaviour- cross cultural context. Diffusion of innovations: the diffusion and adoption

process - consumer innovativeness and personality traits.

3 MODULE 3: 8 HOURS

Consumer decision making: Models of consumer decision making - Engle-Kollatt

Blackwell model, Howard-Sheth Model, Bettman’s Model, HCB Model. Concept of

involvement, extensive/limited problem solving – routinized responsive behavior.

4 MODULE 4: 8 HOURS

Post purchase behavior: Consumer satisfaction concept & Models - Expectancy

Disconfirmation, Desires Congruency Model, Equity Theory, Attribution Theory,

Cognitive dissonance, Consumer delight, consumer complaint behavior.

5 MODULE 5: 12 HOURS

Consumerism: Evolution of consumer society. Definition of consumerism, buyers &

sellers rights, effects of consumerism. Organizational Buying: Concept & comparison

with Consumer buying, Economic Influence; Political Influence; Legal Influence;

Supplier’s Influence; Technology Influence; Customer Influence; Government Influence;

Labour Influence, Analyzing Buyers’ strengths & Negotiation Capabilities.

6 MODULE 6: 10 HOURS

Organizational Influences on Buying Behavior: Buying Roles; Market Response: The Buy

Grid Model; The Organizational Buying Decision Process; Buying Tasks; Interpersonal

Influencing in Organizational Buying.

5. PEDAGOGY a) Class teaching will be supplemented with case study dimension, field trips and

live projects in industry are recommended.

b) Activities: Conduct a Focus group in the classroom and ask students to record

their findings, Conduct a pilot survey to understand perceptions, Make a

structured observation sheet and do an observational study in a retail space

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. DebrajDatta and MahuaDatta, “Consumer behaviour and Advertising Management”,

Vrinda Publication Pvt Ltd, Ist Edition, 2011

2. S.Sumathi and P. Saravanavel, “Marketing Research and Consumer Behaviour”,

Vikas Publishing House Pvt Ltd. Ist Edition, 2003

3. Leon Schiffman and Lazar Kanuk Consumer behaviour, Pretice Hall, 10th Edition,

2009

4. Paco Underhill, “ Why we buy: The science of shopping”, Simon and Schuster ,

Updated and revised edition, 2008

REFERENCES

1. Rama Bijapurkar, “We are like that only”, Penguin India, 2013

2. Roger D Blackwell, Paul W Miniard, James F Angel, Consumer Behavior, South

Western College Publication, 10 Edition, 2005

3. Damodar Mall , Supermarketwala: Secrets to Winning Consumer India,Random

House, 2014

4. DhirajSinha , Consumer India: Inside the mind and wallet , John Wiley & Sons, 2011

5. S.L.Rao , Indian Market Demographics : The Consumer Classes”, Global Business

Press, 1st Edition,1996

6. R.Woodruff and S.F.Gardial, Know Your Customer, New Approaches to

Understanding Customer Value Satisfaction , Cambridge, MA Blackwell, 1996

7. Robert R Reeder, Esward G Brierty, Betty H Reeder, “Industrial Marketing – Analysis,

Planning and Control” , Prentice Hall College Division, 2 Sub Edition, 1991

JOURNALS:

1. Journal of Consumer Behaviour

2. Journal of Consumer Research

WEB RESOURCES:

1. www.consumerpsychologist.com

2. www.marketingweek.com

3. www.mrcb.ie.edu

4. www.websitemagazine.com

3.4.3 RURAL AND AGRICULTURAL MARKETING

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per 4

2. PERSPECTIVE OF THE COURSE

In the Indian context, understanding rural and agricultural marketing is essential for every

marketing student. 850 million people living in 6.5lakh villages provide a significant market

that provides different opportunities and challenges as compared to urban India. Rural and

Agricultural marketing have emerged as distinct areas and provide a general understanding

of the rural economy in India and its unique opportunities and challenges as a market.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To understand the opportunities and challenges in rural marketing

- To understand the differences between Rural and Agricultural marketing.

- To evaluate different marketing strategies used in rural distribution and promotion

OUTCOMES

- At the end of the course, the student must develop an appreciation for rural and

agricultural marketing.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Introduction to Rural Marketing: Definition and Scope of Rural Marketing, Components

of Rural Markets, Classification of Rural Markets, Rural vs. Urban Markets. Population,

Occupation Pattern, Income Generation, Location of Rural Population, Expenditure

Pattern, Literacy Level, Land Distribution, Land Use Pattern, Irrigation, Rural

Development Programs, Infrastructure Facilities, Rural Credit Institutions, Rural Retail

Outlets.

2 MODULE 2: 10 HOURS

Segmenting Rural Markets, Rural Marketing Mix Strategies: Positioning in rural

markets, Rural Product Strategies and Brand Management – Rural Pricing Strategies –

Rural Distribution Strategies – Innovative Distribution Channels like ITC E-choupal,

Godrej Adhar, HUL Shakti, Mahindra Samriddhi sand Godrej Sakhi. Rural Promotional

Strategies, Challenges in Rural Communication, Rural Media- Mass Media, Non-

Conventional Media, Personalized Media, Rural Media Typology, Rural Media

Innovation, Influence of Consumer Behaviour on Communication. Cases on FMCG

/Beverages /OTC marketing in rural markets.

3 MODULE 3: 8 HOURS

Marketing strategies for rural markets, Market Research in rural India including findings

published reports like Thompson’s rural market index and similar ones , Consumer

Finance, Public-Private Partnership, E-Rural Marketing, Role of Government and NGOs

in Rural Marketing. Qualitative research techniques for rural research, NSSO rural

consumption studies

4 MODULE 4: 12 HOURS

Agricultural Marketing: Nature and Scope, Objectives of Agriculture Marketing,

classification of agricultural products and markets, how agricultural marketing is

different from rural marketing, Challenges in Agricultural Marketing, Channels of

Distribution for agricultural products, Managing rural distribution networks.

Government led incentives for agricultural marketing like KrishimarataVahini, online

trading in Karnataka, and Agmarknet, Impact of Rural Credit and Finance on Rural

Consumerism – Scope and role of Banking and NBFCs in Rural markets.

5 MODULE 5: 8 HOURS

Export potential for farm products - Role of APEDA, Global GAP, International Marketing

and Export process -Supporting Services, Cooperative Marketing –Concept, History,

Functions – Reasons for slow progress of cooperative sector and successful cases such

as Amul. Supply Chain Management in Agricultural products including Post harvest

processes and cold chains, commodity markets and futures, understanding the

economics of fresh, chilled and frozen produce.

6 MODULE 6: 10 HOURS

The Future of Rural Marketing, Concept and working of contract farming in India.

Suggestions and group discussions from students on the future of Rural Marketing in

India.

Case studies of Safal, Gherkin exports, and Poultry farming may be useful.

5. PEDAGOGY

Class teaching augmented with relevant case studies. Field trips and live projects are

compulsory in the light of understanding the practicality of the subject.

6. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS

1. PradeepKashyap , Rural Marketing, Pearson 2nd edition, 2012

2. BalramDogra&KarminderGhuman, Rural Marketing: Concepts and Cases ,Tata

McGraw Hill Education Pvt Ltd, 2007

REFERENCES

1. Krishnamacharyulu and LalithaRamakrishnan , Rural Marketing: Texts and Cases,

Pearson Education, 2nd Edition, 2011

2. NilabjaGhosh , India’s Agricultural Marketing: Market Reforms and Emergence of

New Channels, Springer India, 1st Edition, 2013

3. Dr. SubhashBhave , Agribusiness Management in India –Text & Cases

OTHER RESOURCES

1. www.ruralmarketingsolutions.com

2. www.rmai.in

3. www.ruralyellow.in

4. www.campaignindia.in

5. www.rwp.in

6. International Journal of Rural Marketing

7. Prajnan journal of Social and Management Sciences

ELECTIVE SUBJECTS

3.5 HUMAN RESOURCES

3.5.1 LEARNING AND DEVELOPMENT

3.5.2 INDUSTRIAL AND EMPLOYEE RELATIONS

3.5.3 PERFORMANCE MANAGEMENT SYSTEM

3.5.1 LEARNING AND DEVELOPMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

In the context of global competition, organizations are committing more resources, in the

forms of both time and money towards learning that enables employees to continuously

update and develop their competencies. The present course is designed to study the

concepts and processes of learning/training and development.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enable the students to understand the concepts, principles and process of

learning and development.

- To develop an understanding on various non-training solutions to improve

employee performance

OUTCOMES

- By the end of this course, a student would learn to develop an understanding of

how to assess training needs and design training programmes in an Organisational

setting. To familiarize the student with the levels, tools and techniques involved in

evaluation of training effectiveness

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Introduction - Need and importance of Training and development in organizations - A

Systematic approach to Training & Development - Assessment, Training and

Development and Evaluation Phases, Training administration, difference between

training and learning.

2 MODULE 2: 10 HOURS

Need Assessment and Analysis - Organizational Support for need assessment -

Operational / Organizational analysis - Requirement analysis - Individual analysis -

Motivational aspects of HRD - Development cycle - Reinforcement for behaviour

modification - Challenges to become learning organization - Trainee readiness - Trainee

motivation to learn.

3 MODULE 3: 10 HOURS

An overview of Instructional Approaches - Traditional and modern Instructional

Approaches - Internal Vs External Training - Training Methods - On the Job -

Apprenticeship working – mentoring; Off the Job - Case studies - lectures - vestibule –

sensitivity - in-basket - role plays - audiovisual & other contemporary methods - Adult

learning principles or methods

4 MODULE 4: 10 HOURS

Training Evaluation and Measurement - Introduction to evaluation process - Criteria

development - choosing criteria measures - Evaluation of Criteria - Experimental

Designs - quasi experimental designs - Other methods of evaluation - External Training

Validity - Models of Evaluation - ROI on Training

5 MODULE 5: 10 HOURS

Human resource development - HRD at micro and macro levels - Sub-systems of HRD -

role of HRD function - Concept of career – Career Stages - Steps in career Planning -

Methods of career planning and development - Career development Actions and

programs - Career problems and solutions - Guidelines for Career management –

Concept, need and importance of management development - Management

development process - Leader centred techniques of management development.

6 MODULE 6: 8 HOURS

Practical - Design and conduct training program and visit vocational training institutes.

Create and implement a training needs analysis

Develop and implement a training plan

Assess and/or evaluate a training plan

Propose alternatives to training

5. PEDAGOGY

- Lectures

- Demonstration with training materials/videos

- Practical Excises – Individual and Group

- Case Studies

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Goldstein Irwin L, “Training In Organizations - Needs Assessment, Development &

Evaluation’’, Wordsworth Publication

2. Lynton & Parekh, “Training for Development”, Sage Publications

3. Robert L. Craig, “ASTD Training and Development”, McGraw Hill Publications

4. Dugan laird, “Approaches to Training and Development”, Perseus Publishing,

2003

5. Rao TV, “Readings in HRD”, Oxford & IBH

6. NM Agrawal, Transfer of Learning - ISTD Article

7. Noe, A Raymond &Kodwani, Deo Amitabh, “Employee Training and

Development”, 5e, McGraw Hill Publications, 2012

3.5.2 INDUSTRIAL AND EMPLOYEE RELATIONS

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The legal aspects of HR and our legal system have a pervasive impact on business activities.

Decisions of PM and/or IR executives frequently raise issues which should be carefully

evaluated as to their legal consequences before they are implemented. The failure to

appreciate these legal implications can lead to seriously damaging, if not disastrous, results

for an organization. The approach of this course would be to address National Laws and

APEX court decisions that relate to law of the country in general and Labour Laws in

particular.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To develop an understanding of the interaction pattern among labour,

management and the State

- To build awareness of certain important and critical issues in Industrial Relations

OUTCOMES

- By the end of this course the student would learn basic knowledge of the Indian

Industrial Relations System and its distinctive features in comparison to other

countries

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INDUSTRIAL RELATIONS 8 HOURS

Definition – Nature - Evolution of IR in India - Context and environment of IR .- Three

actors and their roles in IR -Approaches to IR &HR Relations - Gandhian approach -

Marxian approach and Dunlop’s Systems approach. Emerging Trends in IR, Future of IR

in India

2 MODULE 2 : IR POLICIES 12 HOURS

The state and IR policies - Evolution of IR policies - National Commission on Labour& IR

policy (1969) - Grievance procedure – discipline - Labour courts - Collective bargaining:

concept and development - Industrial unrest in India

Industrial Disputes Act 1947 - Objects Of The Act - Important Definitions: Authorities

Under The Act - Causes Of Industrial Disputes - Types Of Industrial Disputes -

Prevention Of Industrial Disputes - Reference Of Disputes Settlement - Strikes - Lock-

Outs - Lay Off-Retrenchment - Unfair Labour Practices - Standing Orders - Service Rules

–Misconduct - Principles Of Natural Justice - Domestic Enquiry - Remedial Counseling

3 MODULE 3: TRADE UNIONS 10 HOURS

Reasons and types of trade unions - Trade union movement in India - Problems and

challenges of trade unions - Functions of trade unions - Strengthening trade unions,

Indian Trade Unions Act, 1926 – Registration, need for recognition and rights, Central

trade unions in India - Participative management - Forms and levels of participation -

Process of negotiation - Prerequisites of collective bargaining -Employee empowerment

- Tripartite and bipartite bodies - Joint Management council - Conciliation machinery :

Mediation, arbitrations -adjudication.

4 MODULE 4: LABOUR LEGISLATIONS 10 HOURS

Labour legislation in India - Social security and welfare legislations - Concept of social

security - ILO and social security -Social security measures in India - Workmen’s

Compensation Act,1923 - Employees State Insurance Act, 1948 -Employees Provident

Fund and (Miscellaneous Provisions) Act, 1952 - Maternity benefit Act,1961,Payment of

Gratuity Act 1972, Payment of Bonus Act 1965.

5 MODULE 5: WELFARE LEGISLATIONS 10 HOURS

The Factories Act 1948 - Plantation Labour Act 1951 - Contract Labour (Regulations and

Abolitions Act-1970, Shops and Establishment Act, Latest rules regarding industrial

relations in IT and ITES industries. Functions of Labour Department in Karnataka,

Officers under the department and their duties and responsibilities.

6 MODULE 6: EMERGING ISSUES06 HOURS

Labour legislation pertaining to employees working on night shifts; specific provisions

for female employees, ethical issues arising due to night shift and HR intervention;

impact of night shift working on family and social life

5. PEDAGOGY

- Lectures

- Practical Excises – Individual and Group (Assignment to visit industries /

interaction with executives)

- Case Studies / Case laws in Industrial Relations

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. C B Marmoria, “Dynamics of Industrial Relations in India”, Vikas Publishing, New

Delhi.

2. P C Tripathi, “Personnel Management and Industrial Relations”, S Chand, New

Delhi.

3. P SubbaRao, “Human Resources Management & I R”, S Chand, New Delhi.

4. ArunMonappa&RanjeetNambudiri, “Industrial Relations and Labour Laws”, Tata

McGraw Hill 2nd edition.

5. C.S VenkataRatnam, “Industrial relations”, Oxford University Press

6. B.D.Singh ,”Industrial Relations”, Excel books

7. B.D.Singh ,”Labour Laws for Managers”, Excel books

3.5.3 PERFORMANCE MANAGEMENT SYSTEM

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Performance management is basically a system of different processes that combine to

create an effective workforce within the company that can effectively reach the business

goals. There are many different aspects of performance management, but in most cases it

can be broken down into a few simple steps. Performance management tools that can help

the student to formulate plans, monitor progress closely, and even track and manage

rewards.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- The objective of this course is to equip students with comprehensive knowledge

and practical skills to improve their ability for performance appraisal in their

organizations.

OUTCOMES

- It is particularly intended for students as future managers and supervisors who will

conduct the performance appraisal of their subordinates.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 10 HOURS

Conceptual aspects of Performance System, Dimensions and excellence in performance

- Pillars of human performance - Theoretical base for PMS - Objectives and functions of

PMS - Performance Management Prism - Competency based PMS - Electronic PMS-

Potential appraisal and HRM , Performance Management and Employee Development –

Emerging trends in performance appraisal

2 MODULE 2 : 12 HOURS

Team performance Management - Building and leading high performance teams -

Virtual teams - Remote working, prerequisites of remote team performance -Role of

team leaders - Drivers of performance - Designing appraisal programs - Conducting

appraisals - individuals and teams - Feedback mechanisms – Individual and team

rewards.

3 MODULE 3: 8 HOURS

Objectives, process, pros and cons of Performance appraisal - Design of appraisal forms

using rating scales - Different methods of appraisals – Past, present and future oriented

methods.

4 MODULE 4: 8 HOURS

Data collection on Performance information - Presentation, interpretation and

corrective action - Performance management guidelines and checklists for managers -

Common problems in assessment - Ways to avoid pain during appraisals.

5 MODULE 5: 8 HOURS

Managing high performance - Pay for performance - Performance improvement -

Identification of gaps - Creative performance strategies - Performance management

skills

6 MODULE 6: 10 HOURS

Legal issues associated with performance appraisals - Mentoring and coaching -

Counselling and Monitoring Managing development - Guidelines on appraising

expatriate’s Performance, counselling for better performance - Six sigma and bench

marking.

5. PEDAGOGY

- Lectures - Practical Excises – Individual and Group - Case Studies

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. B D Singh, “Performance Management System – A Holistic Approach”, Excel

books

2. S Kohli and T Deb, “Performance Management”, Oxford Higher Education

3. PremChadha, “Performance Management- it’s about performing not about

Appraising”, Mcmillan Business books

4. SoumendraNarainBagchi, “Performance Management”, Cengage Learning

5. Herman Aguinis, “Performance Management”, Pearson.

6. Kaizen strategies for improving team Performance, Prentice Hall

7. TV Rao Performance Appraisal , Vikas /Oxford IBH

8. TV Rao, Raju , GopalMahapatraNandini, Performance Appraisal & 360 Degree

Feedback, 2nd Edition, Excel Books/Oxford IBH

ELECTIVE SUBJECTS

3.6 HEALTH CARE MANAGEMENT

3.6.1 PERSPECTIVES ON HEALTH CARE SECTOR

3.6.2 MANAGEMENT OF PUBLIC HEALTH SYSTEMS

3.6.3 HEALTH ECONOMICS

3.6.1 PERSPECTIVES ON HEALTH CARE SECTOR

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The healthcare sector is one of the important social sectors operating in the economy which

has a bearing on the performance of other sectors within the economy. This course will

provide bird’s eye view of health sector, including the policies pertaining to healthcare set-

up in India. The course will help the participants to be familiar with terminology as

applicable to healthcare set up including having overview of non-clinical disciplines. The

course will also provide understanding of the roles of the government and different

constituents in healthcare industry. It provides the general understanding of the gamut of

the operations and impact of the same being undertaken by various stakeholders.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To introduce the student to the overview and perspectives of healthcare sector.

- To develop sense of interest about healthcare sector among students.

OUTCOMES

- By the end of the course, the student is expected to develop sensitivity about

healthcare issues.

4 COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Meaning, Scope & Dimensions of health and well-being,- Determinants of health,- Role

of healthcare in Human Development , economic Development and inclusive growth.

2 MODULE 2: HEALTHCARE TERMINOLOGY 8 HOURS

Introduction to Epidemiology, Human Biology; Familiarisation with terms like Bio-

chemistry, Physiology, Anatomy, Microbiology, Pathology & Pharmacology.

3 MODULE 3: INDIAN HEALTH CARE 10 HOURS

Constitutional rights and obligations for citizens,-Healthcare Delivery in India-Primary,

Secondary and Tertiary Levels,-Public and Private Health Systems-Indigenous Systems of

Medicine-Health Policy-Healthcare Reforms in the recent years.

4 MODULE 4: HEALTHCARE SECTOR 12 HOURS

Introduction to Medical Diagnostics, Devices and Imaging Industry, Pharmaceuticals,

Medical Tourism and Health Insurance-Drivers of healthcare industry-Government

Policies and Regulations-Profiles of the major companies -Outsourcing; Challenges and

Opportunities-Recent Trends-Research and Development Activities.

5 MODULE 5: STATUS OF THE HEALTHCARE SECTOR 12 HOURS

Introduction to Demographics- Statistics on healthcare infrastructure in India- Overview

of international health systems as compared to Indian Health System-Plurality of

healthcare situation-Coverage and the impact of the health services-Future of the

Indian Health System-Challenges and emerging domains in the healthcare delivery-

Social Audit

6 MODULE 6: PRACTICAL INTERACTION 6 HOURS

Case Study Discussion and interaction with healthcare professionals from constituents

of the healthcare sector.

5 PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, web-based assignments, experiences, case study designing specific to the

topic, exploratory exercises, instruments, videos , Awareness Generation Visits,

Interactions with subject experts..

6 TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Goel, S.L.,”Health Care Organization and Structure”, Deep and Deep Publications,

2004

2. Majumdar, P.K,” Fundamentals of Demography”, Rawat Publications , 2010

3. Moisio, Marie A,”A Guide to Health Insurance Billing”, Delmar Cengage Learning,

Ist Edition, 2000

4. Kumar, Rajesh,” Global Trends in Health and Medical Tourism”, SBS Publishers and

Distributors Pvt Ltd., 2009

REFERENCES

1) http://www.medicaltourisminindia.net/index.html

2) http://www.healthbase.com/

3) Excellence in Diagnostic Care-Creating a value chain to deliver an excellent

customer experience- KPMG and CII Report, 2011

4) Medical Technology industry in India-Riding the growth wave-Deloitte and CII

Report-July 2010

5) Indian Medical Electronics Industry 2020-Deloitte and FICCI Report, December

2011

6) Healthcare Pulse -Medical Devices : India Insight 2013-Grant Thornton , 2013

7) Health Insurance Evolution in India; An Opportunity to Expanded Access ,

Cognizant 20-20 Insights, February 2014

8) A Brief Report on Healthcare, Telemedicine, and Medical Tourism in India,

October 2013, Corporate Catalyst India, www.cci.in

3.6.2 MANAGEMENT OF PUBLIC HEALTH SYSTEMS

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

“Prevention is better than cure”. This adage goes well with the public health systems. This

course will help in learning, develop, implement and evaluate effective public health

initiatives within the country. The knowledge attained by this course will enable

professionals to conceptualize and analyze programs in the context of the communities they

serve, taking into account cultural, social, economic, ethical and legal factors.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To introduce the student to public health domain.

- To make the student understand the principles and dimensions of public health.

OUTCOMES

- The student shall be in a position to appreciate the role and importance of public

health in healthcare

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION TO PUBLIC HEALTH 8 HOURS

Meaning and scope - Changing concepts in public health – Concept of disease -

Principles of disease transmission & disease control- Health for All vs Health for only

those who can pay.

2 MODULE 2: PUBLIC HEALTH SYSTEM 10 HOURS

Healthcare of community-Public Health Planning and Management- Role of

environment (air, water and land) in Health-Disaster Management-Prediction,

Preparation and Rehabilitation-Communitization of Health

3 MODULE 3: PRINCIPLES AND METHODS OF PUBLIC HEALTH 10 HOURS

Epidemiology of communication and non-communicable diseases-Vital Statistics of

Public Health – Principles of epidemiological studies and epidemiological methods –

Types of epidemiological studies- Surveillance, Monitoring.

4 MODULE 4: NATIONAL HEALTH PROGRAMMES 12 HOURS

Health Programmes on Maternal and Child Health, Family Welfare, Occupational

Health, Environmental Health, Genetics, Geriatric Health, Nutrition and Health and

Mental Health-Evaluation of the programmes and schemes-National Health Mission-

Community Health Programs-Community Participation-Role of NGOs-Advocacy

Campaigns

5 MODULE 5: HEALTH EDUCATION AND COMMUNICATION 10 HOURS

Information, Communication and Education (ICE) in Health; Principles, Methods, and

Materials-Role of Mass Media-Mass Communication.

6 MODULE 6: MEDICAL ETHICS 6 HOURS

Codes of Conduct: MCI Regulations (Professional conduct etiquette and ethics) – Ethics

of trust vs ethics of rights– Understanding of patient rights-Distributive justice in health

care – Ethics in organ transplantation, clinical trial, care of terminally ill, Euthanasia (

Assisted Death)

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, web-based assignments, experiences, case study designing specific to the

topic, videos, films and visits to Primary Health Centers and Government Hospitals

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. K Park., “Text Book of Preventive and Social Medicine”, BanarasidasBhanot, 21

edition ,2011

2. Webber, Roger ., “Communicable Disease Epidemiology and Control: A Global

Perspective” , Oxford University Press ; 2nd Edition , 2005

3. Rao, A.A. Kameswara .,”Community Medicine: Practical Manual” , 2005

4. Schneider, Mary-Jane., “Introduction to Public Health” ., Jones & Bartlett

Publishers; 3 edition , 2012

5. Sathe&Sathe., “Epidemiology & Management for Healthcare for all”, Popular

Prakashanam,1997

6. Francis C M.,”Medical Ethics”, Jaypee Brothers Medical Publishers (Pvt Ltd), New

Delhi, 1993.

7. S. L Goel., “Healthcare Systems and Managements; Primary Healthcare

Management”, Deep and Deep Publications, New Delhi , Vol 4, 2001.

3.6.3 HEALTH ECONOMICS

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Health Economics course has been designed to develop basic understanding and skills

necessary to analyze issues and problems in utilization of health services from an economic

perspective. Health sector consumes a large proportion of resources. As a consequence,

there are major economic issues involved, not only on whether this amount is right, but how

best to spend it and on whom. Therefore, this course becomes imperative for policy makers,

planners, and managers in the field of healthcare. The course covers the basic theory of

microeconomics in health care such as demand, supply, pricing; production, cost,

competitive market equilibrium, monopoly and monopolistic market etc.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To introduce the student to the micro and macro-economic principles as applicable

to healthcare.

- To make the student to understand healthcare markets.

OUTCOMES

- By the end of the course, the student shall be in a position to understand the

application of healthcare economics.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: NATURE AND SCOPE OF HEALTH ECONOMICS 6 HOURS

Definition , Concept and application in Health Systems-Health Economics vs Healthcare

Economics-Basic Economic Concepts - Circular Flow of Economic Activity - Using

Economics to Study Health Issues - Nature and relevance of Economics to Health and

Medical care.

2 MODULE 2: HEALTH CARE AND MACRO ECONOMICS 10 HOURS

Unique nature of health as an economic activity-Demand and supply of healthcare-

Health as a consumer and investment good- Macro economic theory and policy -

Valuation & Measurement of Health-Monetary evaluation of length of life- Valuation of

the quality of life-Economic Evaluation in healthcare– Understanding of welfare

economics.

3 MODULE 3: HEALTHCARE AND MICROECONOMICS 10 HOURS

Current Assets, Inventory valuation, Cost formulas (AS-2) Fixed Assets Cost of

Acquisition (AS-10), Depreciation methods (AS-6), Liabilities and its classification.

4 MODULE 4: HEALTHCARE ECONOMICS AND PLANNING 10 HOURS

Basic Economic Aspects in Healthcare-Externalities (Spillover Effects)-Equity and Health-

Techniques of Economic Efficiency, Operational Efficiency and Allocative Efficiency -

Economic aspects of Public Private Partnership (PPP).

5 MODULE 5: HEALTHCARE MARKET 12 HOURS

Meaning and definition, Role and Functions of financial markets, constituents of

Financial Markets, Money Market and instruments, Capital Markets and Instruments.

6 MODULE 6: PRACTICAL ASSIGNMENT 8 HOURS

Assignment on demand and supply analysis of new hospitals.

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, case study designing specific to the topic

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Getzen, Thomas E.,”Health Economics and Financing” , Wiley , 3rd Edition, 2006

2. Dutta, ShuvenduBikash.,”Health Economics for Hospital Management” ,Jaypee

Brothers Medical Publication Ltd, 2014.

3. N K Anand&ShikhaGoel, “Health Economics”, A.I.T.B.S Publishers India, New

Delhi,2nd Edition, 2010

4. H S Rout & P.K Panda, “Health Economics in India”, New Century Publications,

New Delhi, 2007

5. V Raman Kutty, “A Premier of Health Systems Economics”, Allied Publishers, New

Delhi, 1999

6. James Henderson,”Health Economics and Policy”, Cengage Learning, 5 Edition,

2011

7. Rexford E. Santerre and Stephen P. Neun, “Health Economics: Theories, Insights

and Industry Studies” The Dryden Press, Harcourt Brace & Co., Orlando, 6th

Edition, 2012

REFERENCES

1. www.macroscan.org: Government Health Expenditure in India; a benchmark study.

2. UNDP: Human Development Report, OUP, New York (Recent three years).

3. Government of India, Five Year Plans.

4. Report of National Commission on Macro-Economics and Health, 2005, Ministry of

Health and Family Welfare, Government of India

ELECTIVE SUBJECTS

3.7 BANKING FINANCE AND INSURANCE SERVICES (BFIS)

3.7.1 STRATEGIC CREDIT MANAGEMENT IN BANKS

3.7.2 INSURANCE PLANNING & MANAGEMENT

3.7.3 INDIAN FINANCIAL SYSTEM

3.7.1 STRATEGIC CREDIT MANAGEMENT IN BANKS

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Major challenge faced by every bank is its deteriorating quality of assets, especially the

‘advances’. A liberal lending policy of a bank can lead to high volume of non-performing

assets while a rigid lending policy could get no business. Further, the competition among

banks could force banks to adopt short-term measures for boosting measures, having

impact on long-run record of the business. Hence, it is essential for banks to have the idea of

managing credit strategically. This course provides a framework of Credit Management of

Banks from strategic perspective.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide a framework of banking in general, and functioning of banks in Indian

context, in particular.

- To provide knowledge of the credit management strategies of banks.

- To make understand the process and procedures adopted by banks for processing

loan applications.

- To provide knowledge of management of non-performing assets of various banks.

OUTCOMES

By the end of the course, a student would

- Know the regulation of banks in Indian environment and their functioning.

- Know the process, systems and procedures of sanctioning credit by various banks.

- Obtain the skill of evaluating financial statements and other documents as

appraised by the banks.

- Know about the strategies used by banks for managing non-performing assets

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: EVOLUTION OF BANKING INSTITUTIONS 10 HOURS

Introduction to banking business, Commercial Banking, Functions, Services, General

Structure and methods of Commercial Banking in India, Mechanism of Credit Creation,

Liabilities, Assets of Banking, Systems of Banking, Banking innovations, RBI, Functions

and Role of RBI, Monetary policy of RBI

2 MODULE 2: OVERVIEW OF BANK’S CREDIT POLICY 8 HOURS

Introduction to Credit policy, Importance, Objectives and Formulation of Loan policy,

Credit Exposure and RBI norms, Different types of Loan and Advances, Fund based and

Non-Fund based facilities.

3 MODULE 3:APPRAISAL OF CREDIT PROPOSALS: SANCTIONING OF CREDIT

LIMITS 10 HOURS

Introduction, Meaning and Scope of Credit Appraisal, The credit process, Pre-Appraisal

stage, Appraisal stage, Post-sanction Compliance: Monitoring and Supervision of

Advances, Documentation, Purpose, Process for Fresh Advances, Documentation at

time of Renewal/Enhancement/Death of a borrower.

4 MODULE 4: CREDIT ANALYSIS: DIFFERENT TYPES OF BANK BORROWERS 10 HOURS

Introduction, Credit Analysis of Sole Proprietary concern, Partnership firms, Limited

companies, Local Bodies and Statutory Bodies/Corporations.

5 MODULE 5: EVALUATING COMMERCIAL LOAN REQUEST: FINANCIAL STATEMENT

ANALYSIS 10 HOURS

Introduction, Financial statements, Ratio Analysis as a tool for Financial Statement

analysis, Accounting ratios, Types of ratios used for appraisal of Credit Proposal

6 MODULE 6: MANAGEMENT OF NON-PERFORMING ASSETS 8 HOURS

Introduction, Meaning and Definition, Importance, and Classification of Non -

Performing assets, Guidelines for classification, Provisioning norms, Recovery of NPA’s,

Strategies for reducing NPA’s

5. PEDAGOGY

a) Lectures and presentations.

b) Live examples and cases

c) Seminars from industry experts.

d) Assignments about interaction with banks.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. G. S. Popli and S. K. Puri, Strategic Credit management in Banks, PHI, 2013

2. K.C Shekhar and LekshmyShekhar, Banking Theory and practice, Vikas Publication,

21st edition, 2013

3. Padmalatha Suresh and Justin Paul, Management of Banking and Financial Services,

Pearson, 3rd Edition, 2014

4. P.K. Gupta, Insurance and Risk Management, Himalaya publishing house, 2015

5. JatinderLoomba: Risk Management and Insurance Planning PHI, 2014

6. L.M. Bhole and JitendraMahakud, Financial Institutions and Markets, 5th Edition,

2012

7. JyotsnaSethi and Nishwan Bhatia, Elements of Banking and Insurance, PHI, 2nd

Edition, 2012

8. Bharati.V. Pathak, The Indian Financial system, Pearson Education, 2nd Edition,

2008

9. Koch W Timorty and S Scott, “Bank Management”, Thomson, New Delhi.

10. IIBF, “Principles of Banking”, Mc Milan, New Delhi.

11. IIBF, “Risk Management”, Mc Milan, New Delhi.

12. Bagchi S.K., “Credit Risk Management”, Jaico Publishing House, Mumbai.

13. Rose, Peter, “Commercial Bank Management”, 5th Edition, Texas A&M University,

College Station..

14. Karkal G.C: Unorganised money markets in India, Lalwani, Bombay.

15. Khan. M.Y. Indian Financial System, Vikas

16. H.R Machiraju: Indian Financial System, Vikas Pub. House.

17. E.Gorden& K. Nataraj, Financial Markets and Services, Himalaya Publishing house

3.7.2 INSURANCE PLANNING & MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Many Financial Products and Services have been innovated and introduced in financial

markets over centuries. One of the Prominent Financial Products is Insurance. Being the

need of every individual and organization, knowledge of its spread, systems and operations

is essential for every person planning a career in Finance. This Course is introduced to

provide a broad based knowledge about various insurance products and the operational

procedures associated with the major products.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide knowledge on the various forms of Life, Health and Property Insurance.

- To provide orientation on selection of insurance products.

- To outline the mechanism of pricing insurance products.

- To orient about the operational procedures of various forms of insurance.

OUTCOMES

By the end of the course, a student would

- Know about the various forms of insurance and their suitability.

- Know about the criteria for selection of various insurance products.

- Know the pricing mechanism of insurance products.

- Know the systems and procedures associated with various forms of insurance.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION TO INSURANCE 8 HOURS

Introduction, Meaning, Origin and Development of Insurance, Characteristics, Purpose

and Need, Benefits, Functions and Importance of Insurance, Principles and Nature of

Insurance Contract, Types of Insurance Contracts, Fundamentals of Insurability,

Classifications of Insurance, Structure of Insurance Industry in India.

2 MODULE 2: LIFE INSURANCE, NEED AND POLICY ANALYSIS 10 HOURS

Introduction, Motives of Purchasing Life Insurance Policy, Life’s need analysis,

Determining the amount of Life Insurance, Human value approach, Need’s approach,

Capital retention approach, Life Insurance Policy, Types of Life Insurance Policy, Benefits

of Life Insurance, Policy selection, Determining the cost of Life Insurance, Factors to

consider while buying Life insurance.

3 MODULE 3: MEDICAL INSURANCE 10 HOURS

Health Insurance Policy, Health Insurance Policies in India - An Overview, Types of

Health Insurance, Types of Coverage, Personal Accidents/Disability Income Insurance,

Factors to consider while buying Medical Insurance

4 MODULE 4: PERSONAL PROPERTY AND LIABILITY INSURANCE 8 HOUR

Home Owner’s Insurance, Coverage Types, Claims procedure, Motor Vehicle Insurance -

Types, Overseas and Travel Insurance-Types, Travel Insurance Policy exclusion.

5 MODULE 5: INSURANCE PRICING 10 HOURS

Pricing Objectives, Rate making, Life Insurance Pricing elements, Objectives of Rate

making, Basis of rating in Indian context, calculation of Premium, Rate making in

property and Liability Insurance, Methods of Loading

6 MODULE 6: POLICY SERVICING AND CLAIMS SETTLEMENT 10 HOURS

Insurance Documents, Nomination, Alterations, Revival, Policy loans, Surrender value

and Paid up value, Issue of Duplicate Policies, Cost Policies, Claim settlement Objectives,

Types and Steps in Settlement of Claim, Claim settlement process for Life Insurance,

Health Insurance, Re-Insurance, Need, Types and Alternatives.

5. PEDAGOGY

a) Lectures and presentations.

b) Live examples and cases about policy pricing and settlement procedures.

c) Seminars from industry experts.

d) Assignments about interaction with insurance agents and companies

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. JatinderLoomba: Risk Management and Insurance Planning PHI, 2014

2. Misra M.N and Misra S.R, Insurance Principles and Practice, S.Chand and Co.

NewDelhi, 2007

3. P.K. Gupta, Insurance and Risk Management, Himalaya publishing house, 2015

4. Jave S. Trieschimam, Sandra G. Guatarson, Robert E Houyt, Risk Management and

Insurance, Thomson Sowlla Western Singapore, 2003

5. Black, Kenneth and Horord D Shipper, “Life and Health Insurance”, Pearson

Education, New Delhi.

6. Ganguly, Anad, “Insurance Management”, New Age International, New Delhi

3.7.3 INDIAN FINANCIAL SYSTEM

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

A finance professional needs knowledge of financial management practices within the

organization, and financial systems which influence the organization from outside. The

financial system comprises of financial institutions, financial markets, financial instruments,

financial products and services. A thorough understanding of all these components will

equip a finance manager to make better and informed decisions. Hence, the course on

“Indian Financial System” which orients the learner all the external forces influencing

financial and strategic decisions of a business enterprise is introduced.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES - To provide an insight into the functioning of Indian financial system.

- To make students understand the various components of the financial system, the

inter-relationship among different components and the impact on business

enterprise

OUTCOMES - The framework of Indian Financial System.

- The various financial institutions that have impact and influence on business

organizations and their functioning.

- The financial markets and their mechanism, with special emphasis on Stock

Exchanges.

- Various financial services available for a business enterprise

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: OVERVIEW OF FINANCIAL SYSTEM 6 HOURS

Indian Financial System – Features, Constituents of Financial System – Financial

Institutions, Financial Services, Financial Markets and Financial Instruments. Overview

of Global Financial System

2 MODULE 2: FINANCIAL INSTITUTIONS 12 HOURS

Meaning of Financial Institutions, Special Characteristics, Broad Categories – Money

Market Institutions and Capital Market Institutions. Industrial Finance Corporation of

India, Industrial Development Bank of India, State Financial Corporations, Industrial

Credit and Investment Corporation of India, EXIM Bank of India, , National Small

Industrial Development Corporation, National Industrial Development Corporation, Life

Insurance Corporation of India, Unit Trust of India

3 MODULE 3: NON-BANKING FINANCIAL INSTITUTIONS 8 HOURS

Meaning, Registration, Principal Business of NBFCs, Structure, Supervision, RBI

Measures for NBFCs, Other Measures.

4 MODULE 4: FINANCIAL SERVICES 12 HOURS

Concept, Objectives / Functions, Characteristics, Financial Services – Concept,

Classification, Regulatory Framework. Merchant Banking, Mutual Funds, Leasing, Credit

Rating.

5 MODULE 5: FINANCIAL MARKETS 12 HOURS

Meaning and definition, Role and Functions of financial markets, constituents of

Financial Markets, Money Market and instruments, Capital Markets and Instruments.

6 MODULE 6: STOCK EXCHANGE 6 HOURS

Meaning and definition, Role and Functions, Regulatory Framework of Stock Exchange,

Profile of Indian Stock Exchanges, Listing, Trading

5. PEDAGOGY a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Guruswamy, S., “Indian Financial System”, TheMcGraw Hill Companies.

2. L.M. Bhole: Financial Institutions & Markets, Tata McGraw Hill, New Delhi.

3. Khan, M.Y; “Indian Financial System”, TheMcGraw Hill Companies.

4. Sharma, Meera; “Management of Financial Institutions”, Eastern Economy

Edition.

5. Bhole and Mahakud, “Financial Institutions and Markets – Structure, Growth and

Innovations”, TheMcGraw Hill Companies.

6. Guruswamy, S, “Financial Services and System”, McGraw Hill Companies

7. Edminister. R.O: Financial Institutions, Markets & Management, McGraw Hill,

New York, 1986.

8. Karkal G.C: Unorganised money markets in India, Lalwani, Bombay.

9. Khan. M.Y. Indian Financial System, Vikas

10. H.R Machiraju: Indian Financial System, Vikas Pub. House.

11. E.Gorden& K. Nataraj, Financial Markets and Services, Himalaya Publishing house

REFERENCES

1. ICWA, Financial Services, ICAI, Publication.

2. G.S. Patel, Capital Market, Functioning and Trends, ICFAI Publication.

3. J.N. Dhonkar, A Treatise an Merchant Banking, Skylark Pub. Delhi.

4. Vindo Kothari, Leasing, Hirepurchase and Consumer Credit, Wadhwa and

Company.

5. SEBI Guidelines issued from time to time.

6. K. Sriram, Handbook of Leasing, Hire Purchasing and Factor, ICFAI Publications.

7. Gledstone, Venture Capital Investing, NY, Prentice Hall.

8. Smith P.F., Money and Financial Intermediation, The Theory and Structure of

Financial Systems, Prentice Hall, New Jersey.

ELECTIVE SUBJECTS

3.8 STARTUPS AND SMEs MANAGEMENT

3.8.1 PERSPECTIVES ON STARTUPS AND SMEs

3.8.2 BASIC MANAGEMENT ASPECTS OF SMALL BUSINESS

3.8.3 ESTABLISHMENT OF SMEs

3.8.1 PERSPECTIVES ON STARTUPS AND SMES 1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Micro, Small and Medium Enterprises (MSME) contribute nearly 8 percent of the country’s

GDP, 45 percent of the manufacturing output and 40 percent of the exports . An estimated

47 million enterprises with an investment of Rs.13 trillion in fixed assets accounted for an

employment of 106 million people in 2012-13 .They provide the largest share of

employment after agriculture. They are the nurseries for entrepreneurship and innovation.

They are widely dispersed across the country, in both urban and rural areas, and produce a

diverse range of products and services to meet the needs of the local markets, the global

market and the national and international value chains. For these reasons, MSME is rightly

recognized as an engine of economic growth and as an important and vibrant socio-

economic actor in the national ecosystem. But, in an increasingly globalizing market,

competitiveness is the key for the survival and growth of an MSME. This demands sound

strategic and operational management of the enterprise. This course is aimed at imparting

knowledge and skills to address this demand. This course exposes students to the

objectives, challenges, and requirements for effectively managing the small to mid-sized

business. The course assumes the venture in question is in existence, and therefore spends

little or no time with startup related issues, which are covered in another elective in this

stream.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To develop perspective and an appropriate understanding of Startups and SMEs in

the Indian context.

OUTCOMES

- By the end of the course, students will build an awareness and application level on

the startups and SMEs.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Definition and meaning SMEs & startups, role, importance and present status in Indian

economy, Factors influencing their emergence, Government Policies for startups and

SMEs in India, Monetary and Fiscal Policies, Problems and Challenges.

2 MODULE 2: PROCESS OF NEW VENTURE 10 HOURS

Registration & Licensing, bank & other statutory formalities. Organizing the basic

infrastructure such as premises, water, power, transport etc., procurement of

machinery & equipment, mobilization of human and material resources, trial run.

3 MODULE 3: LAUNCHING OF STARTUPS 10 HOURS

Meaning, Registration, Principal Business of NBFCs, Structure, Supervision, RBI

Measures for NBFCs, Other Measures.

4 MODULE 4: SUPPORTING INSTITUTIONS 12 HOURS

Concept of Market equilibrium and Revenue curves, Characteristics of different market

structures, Price determination and firms equilibrium under perfect competition,

monopolistic competition, oligopoly and monopoly, Price discrimination, International

price discrimination and dumping, Pricing methods

5 MODULE 5: FINANCING 8 HOURS

Theories of factor pricing: wages and rent, Theories of interest and investment

decisions, Profit and profit functions.

6 MODULE 6: PRACTICALS 8 HOURS

Discussions on Live Case studies of two Enterprises, Talk by/ Interaction with two

entrepreneurs from the start ups and established SME.

5. PEDAGOGY

A mix of lectures, case study and a hands-on project

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Norman Scarborough , “Effective Small Business Management: An

Entrepreneurial Approach”. Prentice Hall Publication, 2010

2. Longenecker, Moore et al , “Small Business Management”, Thomson Publishing

Company ,14th edition, 2008

3. Dr. Vasant Desai, ”Small scale industries and entrepreneurship”, Himalaya

Publishing House,9th Edition, 2014

4. Dr. JyotiGogte , Startup and New Venture Management, Vishwakarma

Publication, Ist

5. Edition, 2014

6. Dr. AtulKapdi , Startup and New Venture Management, Thakur Publications

7. M.P. Haridas , “Small Business Environment and Management”, Adhyayan

Publishers and Distributors, 2010

8. K.V. SubbaRao , “Entrepreneurial Development and New Enterprise

Management”, Adhyayan Publishers and Distributors, 2009

9. Indian Institute of Banking and Finance , “Small and Medium Enterprises in India”

Taxmann Publishers, 2013

10. Ashim Kumar Das , “Financial Management: A study of Small Business in North

Eastern Region of India”, Akanksha Publishing, 2006

11. Preeti Singh , “Dynamics of Indian Financial System: Markets, Institutions and

Services, Global Professional Publishing Ltd, 2012

REFERENCES

1. Prof. AnjanRaichaudhuri, Managing New Ventures – Concepts and Cases on

Entrepreneurship, PHI Learning Pvt Ltd,2010

2. Report of the Working Group on MSME for the 12th Five-Year Plan, Ministry of

MSME, Government of India.

3. Report of the PM’s Task Force on MSME, 2010

4. Annual Report – 2013-14, Ministry of MSME, Government of India

E-RESOURCES

1. http://msme.gov.in/Web/Portal/New-Default.aspx

2. http://bprmedia.hu/HBR%20on%20Strategy%20%20k%FCl%F6nsz%E1m.pdf#page=57

JOURNALS:

1. Journal of Small Business, Wiley-Blackwell, UK

2. Journal of Small Business & Entrepreneurship, Routledge, UK

3.8.2 BASIC MANAGEMENT ASPECTS OF SMALL BUSINESS

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Management includes management of business organizations, whether large, medium,

small or micro. Small businesses are not necessarily managed in a way similar to that of

large and multinational organizations. In other words, management of functional area of

large organizations is different from that of small businesses because of size, resources,

challenges and nature of the business. Hence entrepreneur of small business has to have

better understanding of management of business organizations in general and management

of small business in particular. This will ensure success in not only establishment but also in

management and growth of small business.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To make the students understand the managerial dimensions of small business.

- To help the students get equipped with necessary managerial skills for managing

their enterprises in case of potentiality.

OUTCOMES

- By the end of the course, the confidence of students in managing the small

businesses will increase.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Characteristics of the small business – Differences with Large Business, Management of

Small business Vis-a-Vis large business, Managing Business Environment for SMEs.

2 MODULE 2: MANAGING MARKETING 10 HOURS

Internal and External environment scanning, Business Model Development, Idea

Management, Marketing Plan, formal and informal Market Research, distribution

channels, Role of ICT

3 MODULE 3: MANAGING FINANCES 10 HOURS

Challenges of Managing Finance, Taxation and Costing. Sources of Finance, Traditional

costing vs Activity based costing, Handling petty cash, Business and checks,

computerised accounting – advantages, Merchant accounts, accounting software.

4 MODULE 4: MANAGING HUMAN RESOURCE 10 HOURS

Identifying the human resources who can work for small business, strategies for Human

Resource policies for small business, Strategies for building human resources team for

small business.

5 MODULE 5: MANAGING PRODUCTION AND OPERATIONS 10 HOURS

Production in small business vis-a-vis production in large business, size of the plant,

process, planning and control of production in small business, cost of production,

utilization of production capacities, technical knowhow.

6 MODULE 6: PRACTICALS 8 HOURS

Interaction with any 3 small business entrepreneurs on experiences of managing

Marketing, Finance, Human Resources & Production.

5. PEDAGOGY

- Combination of lectures

- Case studies

- Videos

- Interactions

- Industrial visits and Projects

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Dr. Vasant Desai , “Dynamics of entrepreneurial development and management” ,

Himalayan Publishing House ,5th edition, 2014

2. Richard M. Hodgetts , Donald F Kuratko and Margaret Burlingame,”Small Business

Management” , Wiley Publishing, Ist Edition, 2007

3. J.C. Saboo, MeghaBiyani,”Management of small scale industries”, Himalayan

Publishing House,

4. Pearce Clement Kelley, “How to organize and operate a small business “, Prentice

Hall Publication, 7th Edition, 1985

REFERENCES

1. Dee Blick , “The ultimate small business marketing book”, Filament Publishing,

2011

2. Dee Blick , “The 15 essential marketing master classes for your small business”,

Capstone , 1st Edition, 2013

3. Carolyn Tate , “Marketing your small business for dummies “, Australian and New

Zealand, Wiley Edition, 2010

4. Fred S. Steingold , “Hiring your first employee: A step-by-step guide “, NOLO Ist

Edition, 2008

5. Stuart Atkins MBA, “Small Business Marketing: A Guide for Survival Growth and

Success”, Book Surge Publication, 2009

6. James Stephenson , “ Ultimate Small Business Marketing Guide”, Entrepreneur

Press, 2nd Edition, 200

7. Colin Barrow , “Financial Management for the small business”, Kogan Page Ltd, 6th

Edition, 2006

3.8.3 ESTABLISHMENT OF SMEs

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Many will have dreams of becoming an entrepreneur. It is required to recognize such

instinct among student community by imparting such an education which will help them to

become an entrepreneur. This course is intended to introduce and sensitize the potential on

the basic processes involved in starting a new business ventures.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- The primary objective of this course is to encourage entrepreneurial thinking in the

student community and give them a chance to evaluate their personal prospects

for continuing or starting a business venture.

- Another objective is to make students to understand the essentials of establishing

SMEs.

OUTCOMES

- By the end of the course, the students must get clarity of vision and roadmap for

establishing a new business venture

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Evolution of SMESs in India-Relevance to Indian Economy-Growth and development of

SMEs before and after 1991-Government policies on SMEs-Present status of sector wise

SMEs.

2 MODULE 2: ENTREPRENEURSHIP AS A CAREER 8 HOURS

Choice of Entrepreneurship as a Career, Factors favouring entrepreneurship as a career

- Reasons for the failure of entrepreneurship venture – Avoidance of failure - Concept &

importance of Competence - Awareness & Assessment of Competence - Development

of Competencies.

3 MODULE 3: ENTREPRENEURIAL PROCESS 10 HOURS

Developing Successful Business Ideas - Recognizing and Evaluating the Opportunity -

Feasibility Analysis - Industry and Competitor Analysis - Developing an Effective

Business Model - Moving from an Idea to an Entrepreneurial Firm - Managing and

Growing the Enterprise and Exercises – Types of entry strategies and selection.

4 MODULE 4: RESOURCE PLANNING AND DETAILED PROJECT REPORT 12 HOURS

Locational Considerations - Procurement of Land and Buildings- Procurement of

Machinery-Equipment, Preparation of the Detailed Project report - Filing of

Entrepreneur Memorandum - Processing for Financial Assistance - Obtaining Statutory

Licenses and Clearances, Trail Production, Commercial Production.

5 MODULE 5: TOOLKIT FOR ENTREPRENEURS 10 HOURS

Experiences of Entrepreneurs looking beyond placements & salaries - Entrepreneurs

roadmap - Successful Entrepreneur’s Personality - Managing excellence in Career -

Business Start-up Checklist - Self Assessment Checklist for Entrepreneur, Critical

thinking skills -Case Studies & Work Sheets etc.,

6 MODULE 6: PRACTICALS 8 HOURS

Reading of News Papers or a good business magazine and look for example, Reading of

small or medium entrepreneur in Indian small or medium magazine, YFS Magazine

Young, Fabulous and Self Employed, SME and Entrepreneurship Magazine

Reading of Forbes, Fast Company Inc., HBR

5. PEDAGOGY

A mix of lectures, case study and interactions with budding entrepreneurs

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Desai Vasant , The Dynamics of Entrepreneurial Development and Management,

Himalaya Publishing House Delhi, 5th Edition, 2014

2. Poornima M Charntimath, “Entrepreneurship development and small business

enterprise”, Pearson Publishers, Ist Edition, 2005

3. David, Otes “A Guide to Entrepreneurship”, Jaico Books Publishing House

Delhi,2004

4. A Sahay& V Sharma , “Entrepreneurship & New Venture Creation”, Excel Books,

1st Edition, 2008

5. Chandra, Prasanna, ‘Projects: Preparation, Appraisal, Budgeting and

Implementation’, Tata MC Graw Hill, New Delhi, 1993

REFERENCES

1. William J. Stolze , “ Startup: an entrepreneur's guide to launching and managing a

new venture, Rock Beach Press, 1989.

2. Justin Longenecker, Leo B. Donlevy, Terri Champion, Carlos W. Moore, J. William

Petty, Leslie E. Palich “Small Business Management: Launching and Growing New

Ventures, 5th Edition, 2013

3. Morse and Mitchell , “Cases in Entrepreneurship” Sage South Asia Edition, 2006

4. K Ramachandran, “Entrepreneurship – Indian cases on Change Agents” TMGH

3.9 MANAGEMENT PERSPECTIVES

1. GENERAL INFORMATION

No. of Credits per 3

No. of Hours per week 3

2. PERSPECTIVE OF THE COURSE

This course is designed to impart knowledge of the concepts, principles and

functions of Management to non-management students. It further aims at

enhancing the Management knowledge of non management students

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enable the students to gain insight into the fundamentals of Management as a

discipline

OUTCOMES

- This course develops appreciation of management as a subject and discipline

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION TO MANAGEMENT 10 Hours

Nature of Management, Purpose, Importance & Functions.

Brief Introduction of various management functions: Planning, Organizing, Staffing,

Directing, Co-Ordinating, Reporting, Budgeting

2 MODULE 2: MANAGEMENT OF ORGANISATIONS 8 Hours

Types of Organizations, Organization Structure

Introduction to Functional areas of Organization: Human Resource, Finance, Marketing and Production

3 MODULE 3: LEADERSHIP 8 Hours

Leadership v/s Management; Styles of Leaderships; Control v/s Delegation; Conditions

and Principles of Delegation.

Motivation: Basic Theories of Motivation, Sources of Motivation

4 MODULE 4: TOOLS OF MANAGEMENT 8 Hours

Brain Storming, SWOT Analysis, Pareto Chart, Fishbone Diagram, Process Chart, Quality

Circles

5 MODULE 5: MANAGERIAL SKILLS 8 Hours

Business Communication: Process, Methods and Barriers of Communication

Meetings: Planning, Process, Evaluation

Team work; Characteristic Features of Successful Teams; Stages of the Development of

a Team; Group Discussion, Presentation Skills

5. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. HenizWeihrich, Mark and,Koontz ,Management, McGraw Hill

2. Meenakshi Raman and PrakashSingh,Business Communication ,Oxford

3. Morey Stettner, Skills for New Managers, Kindle Edition.

4. McGrath. E.H, S.J, “Basic Managerial Skills for All, PHI Learning

PS: This course is offered to other PG students by CBSMS. Whereas, MBA

students have to study any one of the open electives offered by other PG

Departments based on their choice.

MASTER OF BUSINESS ADMINISTRATION [DAY] UNDER

CHOICE BASED CREDIT SYSTEM (CBCS)

(2014 - 2015 ONWARDS)

COURSE CONTENT OF FOURTH SEMESTER

CANARA BANK SCHOOL OF MANAGEMENT STUDIES,

BANGALORE UNIVERSITY, BANGALORE

COURSE MATRIX

FOURTH SEMESTER

PAPER SUBJECTS

CORE SUBJECTS

4.1 INTERNATIONAL BUSINESS DYNAMICS

ELECTIVE SUBJECTS

4.2 FINANCE 4.2.1 INVESTMENT ANALYSIS AND MANAGEMENT 4.2.2 INTERNATIONAL FINANCIAL MANAGEMENT 4.2.3 RISK MANAGEMENT AND DERIVATIVES

4.3 MARKETING 4.3.1 STRATEGIC BRAND MANAGEMENT 4.3.2 INTERNATIONAL MARKETING STRATEGY 4.3.3 DIGITAL MARKETING

4.4 HUMAN RESOURCES 4.4.1 STRATEGIC HRM 4.4.2 INTERNATIONAL HRM 4.4.3 TALENT AND KNOWLEDGE MANAGEMENT

4.5 HEALTH CARE MANAGEMENT4.5.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE 4.5.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS 4.5.3 MANAGEMENT OF HOSPITAL SERVICES

4.6 BANKING FINANCE AND INSURANCE (BFIS)4.6.1 BANKING TECHNOLOGY AND MANAGEMENT 4.6.2 INTERNATIONAL FINANCIAL MANAGEMENT 4.6.3 RISK MANAGEMENT FOR BANKS AND INSURANCE COMPANIES

4.7 STARTUPS AND SMEs MANAGEMENT4.7.1 TECHNOLOGY AND INNOVATION 4.7.2 INTERNATIONALIZATION OF SMEs 4.7.3 MANAGEMENT OF STARTUPS

4.8 DISSERTATION FOR 6 WEEKS IN AN ORGANIZATION

4.1 INTERNATIONAL BUSINESS DYNAMICS

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

International Business concerns those firms that do not restrict their processes to a single

state or populace. International business dissects the reasons for the existence of firms

engaged in International business, how they flourish in the intricate and unpredictable

international environment, and what their undertakings mean for the countries in which

they do business. Culture, language, political systems, geography, and socio-economic

factors all influence a company’s business practices. Therefore, expanses of study

compriseof the challenges of managing international companies, whether enormousor

diminutive; the rudiments of strategic management; cross-cultural management;

globalization; and the regulation and politics of international business.

Students who aspire to intensify their understanding of global markets need to study

international business, since it delivers insights into the global economic and business

climates. International business studies encompass topics across a spectrum of business

fields, from finance and marketing to management and accounting.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To make students to learn how business organizations operate in an international

environment.

- To understand the impact of international influences on business.

- To help students to plan a career in international business.

OUTCOMES

- By the end of the course, the students must have increased confidence to take up

a career in international business.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 10 HOURS

Evolution, Drivers and Challenges of IB as compared to Domestic Business, National and

organizational competitive advantage over the world, Active players in multinational

business.

The International environment of IB - Political, Legal, Technological, Cultural,

Demographic and Economic environment.Cross-cultural management, levels of culture,

models to aid international managers.

2 MODULE 2: GLOBALIZATION 8 HOURS

Routes of globalization, Modes of International Business-Organizing international

business – international designs, factors influencing choice of a design, issues in

organization design. Conflict management, reconciliation, adjudication and arbitration

issues, supporting Institutions, Negotiations.

3 MODULE 3: WTO AND TRADING BLOCKS8 HOURS

WTO and LPG policies, Its Implications on India— Regional Trade Blocks, Integration

between countries, levels of integration and impact of integration. International

strategic alliances, nature, benefits, pitfalls, scope, how to make alliances work.

4 MODULE 4: GLOBAL TRADE AND INVESTMENT10 HOURS

Theories of global trade and investment, Mercantilism, theory of absolute advantage,

theory of comparative advantage, factor endowment theory, product life cycle theory,

Porter’s national competitive advantage.

FDI- in World Economy, horizontal and vertical FDI, benefits of FDI to home and Host

Country. FDI- Indian Scenario.EXIM TRADE- Export and Import financing, Export

marketing,EXIM policy, Balance of payments. Roles of Institutions connected with EXIM

trade.

5MODULE 5: GLOBAL ETHICS AND E-COMMERCE 10 HOURS

Social responsibility and ethical issues in international business – national differences in

ethics and social responsibility, codes of conduct for MNC’s.

Global E-Business- Conceptual Analysis, Advantages and Disadvantages of E-Business, E-

Commerce in India.

6 MODULE 6: GLOBAL BUSINESS OPERATIONS 10 HOURS

Global- Operations management and competitive advantage, strategic issues in

operations management,(Manufacturing Management, Logistics Management and

Procuring), Technology transfers – issues arising out of technology transfers.

Marketing Management, benefits of international markets, major activities in

international marketing

Human Resource Management: Approaches, Expatriation and Repatriation Process,

Training, Compensation, Industrial Relations.

5. PEDAGOGY Conceptual explanation in detail in the class room sessions and relevant cases will give

students a better perspective. Live projects should be the part of curriculum

compulsorily

6. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS

1. Francis Cherunilam; International Business, Prentice Hall Of India, 5th Edition, 2011

2. Charles Hill, International Business, McGraw-Hill-Irwin, 9th Edition, 2012.

3. John Daniels, Lee Radebaugh and Daniel Sullivan, “International Business”,

Prentice Hall,13th Edition, 2010

REFERENCES

1. ShyamShukla, International Business, Excel Books

2. ShyamShukla, International Business, Excel Books

3. Andrew Harrison Et Al; International Business; Oxford, 2006

4. Richard M Hodgetts And Fred Luthans, “International Management”, McGraw-Hill,

5th Edition, 2003

5. Anant K Sundaram&J Stewart Black, The International Business Environment,

Prentice Hall Of India, 1998

6. Francis Cherunilam, International Business Environment, Himalaya Publishing House

ELECTIVE SUBJECTS

4.2 FINANCE

4.2.1 INVESTMENT ANALYSIS AND MANAGEMENT

4.2.2 INTERNATIONAL FINANCIAL MANAGEMENT

4.2.3 RISK MANAGEMENT AND DERIVATIVES

4.2.1 INVESTMENT ANALYSIS AND MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Investing surplus funds for generating some returns is common among individuals and

organizations. When a business enterprise has idle funds for a certain period of time, it is

prudent on the part of the enterprise to invest it wisely and generate decent returns, the

onus of which lies on finance manager. Hence, it is essential for finance professional to have

knowledge on the process of making and managing investments. This course entitled

“Investment Analysis and Management” is introduced to orient a finance professional

regarding the process of making and managing investments.

3. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES

- To provide knowledge and skill in identifying various investment alternatives and

choosing the suitable alternatives.

- To orient on the procedures and formalities involved in investing.

OUTCOMES

By the end of this course, a student would learn

- How to define investment goals and constraints.

- Identifying investment alternatives

- Choosing the best / suitable alternatives.

- How to construct a portfolio

- Portfolio management

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: BASICS OF INVESTMENTS 6 HOURS

Concepts of investments, Investment Vs Speculation, Gambling and Arbitrage: Forms of

investment-investment in physical and financial assets; investment alternatives,

investment objectives, constraints; investment process: direct and indirect investment.

Macro economic factors influencing investment, Investment environment in India.

2 MODULE 2: RISK AND RETURN 6 HOURS

Concept of Risk; Sources of Risk, Types of Risk-Systematic and unsystematic Risk; Risk

Aversion. Measurement of Risk- Standard Deviation, Coefficient of variation; Beta as a

measure of Risk. Concept of Return. Measurement of Return; Relative Return,

Expected value and measuring Return over multiple periods.

3 MODULE 3: SECURITY ANALYSIS 12 HOURS

Fundamental Analysis: E-I-C approach. Variables used in E-I-C analysis. Technical

Analysis: Basic tenets and Premises of Technical Analysis; Dow theory and Elliott wave

theory; Price and volume charts, Price pattern analysis, Market indicators, Weakness

and shortcomings of Technical Analysis. Technical Analysis Vs Fundamental Analysis.

Efficient Market Hypothesis; Concept and Forms of Market Efficiency

4 MODULE 4: PORTFOLIO ANALYSIS AND MANAGEMENT 12 HOURS

Diversification and Portfolio Risk; Measurement of Portfolio Risk and Return: Elements

of Portfolio Management, Portfolio Analysis and Portfolio Selection, Portfolio Models –

Markowitz Model, Diversification, Efficient Frontier and Selection of Optimal Portfolio.

Markowitz Portfolio Risk and Return. Sharpe Single Index Model- Concept of alpha and

Beta- Corner Portfolio, Sharpe’s Portfolio Risk and Return, Portfolio optimization and

selection.

5 MODULE 5: CAPITAL MARKET THEORY 10 HOURS

Capital Asset Pricing Model, Capital Market Line and Security Market Line - Applications

of Security Market Line, Empirical Evidence of Capital Asset Pricing Model, Beta of

CAPM, Arbitrage Pricing Theory, Building of Arbitrage Portfolio, Return Generating

process, Factor Model

6 MODULE 6: Performance Evaluation and Revision of Portfolios10 HOURS

Selection criteria: Performance Evaluation- Sharpe’s Performance Index ,Treynor’s

Performance Index and Jensen’s Measure to identify the predictive ability, Evaluation of

Mutual Fund.-NAV method , Portfolio Revision Methods- Investment Timing, Formula

Plans Constant Dollar Value Plan, Constant Ratio Plan, Variable Ratio Plan

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. PunithavathyPandian, (2007); “Security Analysis and Portfolio Management”, Vikas

Publishing House Private Limited, Fifth Reprint Edition.

2. Reily and Brown (2007); “Investment Analysis and Portfolio Management”, Thomson

South Western, 8th Edition, First Indian Reprint.

3. Fischer, E Donald and Jordan, J Ronald (2005); “Security Analysis and Portfolio

Management”, Prentice Hall of India Private Ltd., 6th Edition.

4. Bodie, Kane, Marcus and Mohanty (2009); “Investments”, Tata-McGraw Hill Publishing

Company Limited, 8th Edition.

5. Ranganatham and Madhumathi (2005); “Investment Analysis and Portfolio

Management”, Pearson Education, First Edition.

6. Chandra, Prasanna (2008), “Investment Analysis and Portfolio Management”, Tata

McGraw Hill Publishing Limited, 3rd Edition.

REFERENCES

1. Haugen Robert (2003); “Modern Investment Theory”, Pearson Education, 5th Edition.

2. Bhalla, V.K. (2006); “Investment Management”, S. Chand; 12th Edition.

3. Hirschey and Nofsinger (2008); “Investments – Analysis and Behaviour”, Tata McGraw

Hill Publishing Company Limited, Special Indian Edition.

4. Avadhani V.A (2006), “Securities Analysis and Portfolio Management”, Himalaya

Publishing House, Eighth Revised Edition.

5. Sharpe, Alexander and Bailey (1996); “Investments”, Prentice Hall of India Private

Limited, 5th Edition.

6. Kevin (2008); “Security Analysis and Portfolio Management”, Prentice Hall of India

Private Limited, First Reprint Edition.

7. Maheshwari, Yogesh (2008); “Investment Management”, PHI Learning Private Limited,

First Edition.

8. Indian Institute of Banking and Finance (2004); “Technical and Fundamental Analysis of

Companies”, Taxmann Publications, First Edition.

9. “Stock Market Book” (2005); Dalal Street Journal.

10. “Survey of Indian Industry (2008); The Hindu.

11. “The Layman’s Guide to Mutual Funds” (2004), Outlook Publishing (India) Private

Limited, First Edition

4.2.2 INTERNATIONAL FINANCIAL MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

A business enterprise having international transactions is exposed to various risks. While

understanding the global environment, the economic impact of the transactions, the

procedures and formalities to be adhered to are on one side, the impact of transactions on

cash flow of the entity on account of fluctuations in foreign exchange rate is another aspect

that must be addressed. This course titled “International Financial Management” aims to

orient all the aspects a professional need to know in carrying out international transactions.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To orient the students on global business environment and international markets.

- To make students understand the various risks an enterprise is exposed to on

account of international transactions.

- To provide knowledge and skills for hedging foreign currency risks.

OUTCOMES

By the end of this course, a student would learn

- The global financial environment, currency system, relationship between

economies and impact of international transactions on the economy.

- Functioning of international financial markets.

- Fixing of exchange rate.

- Foreign currency risks and hedging strategies.

- Interest rate risks and hedging strategies

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: GLOBAL FINANCIAL MANAGEMENT 10 HOURS

Evolution of International Monetary System, Bimetallism, Classical Gold Standard,

Interwar Period, Bretton Woods System, Flexible Exchange Rate Regime, The current

Exchange Rate Agreements, European Monetary System, Fixed vs. Flexible Exchange

Rate Regime

2 MODULE 2: BALANCE OF PAYMENTS 5 HOURS

Introduction, Accounting Principles in Balance of Payments, Valuation and Timing,

Components of the Balance of Payments, ‘Surplus’ and ‘Deficit’ in Balance of Payments,

Importance and limitations of BOP Statistics, Relationship of BOP with other economic

variables.

3 MODULE 3: INTERNATIONAL FINANCIAL MARKETS5 HOURS

Motives for using International Financial Markets. Foreign Exchange Market – History

and Transactions, interpreting Foreign Exchange Quotations, International Money

Markets, International Credit Markets and International Bond Markets. Comparison of

International Financial Markets.

4 MODULE 4: EXCHANGE RATE DETERMINATION 8 HOURS

Purchasing Power Parity Theory, Interest Rate Parity Theory, International Fischer’s

Effect, Pure Expectations Theory

5 MODULE 5: FOREIGN EXCHANGE RISK AND RISK HEDGING STRATEGIES18 HOURS

Transaction Risk, Translation Risk, Economic Risk. Risk Hedging Strategies: Internal –

Netting, Leads and Lags. External – Forwards, Futures, Options, Money-market Hedging,

Currency Swaps

6MODULE 6: INTEREST RATE RISK AND RISK HEDGING STRATEGIES10 HOURS

Interest Rate Swaps, Forward Rate Agreements, Interest Rate Futures, Interest Rate

Options, Caps, Floors and Collars, Swaption.

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Alan Shapiro: Multinational Financial Management , Prentice Hall, New Delhi.

2. Apte, Prakash, “International Finance – A Business Perspective”, Tata McGraw Hill.

3. David B. Zenoff& Jack Zwick: International Financial Management.

4. Rita M. Rodriguez L. Bigame Carter: International Financial Management.

5. V. A. Avadhani: International Finance- Theory and Practice, Himalaya Publishing

House.

REFERENCES

1. Madura, Jeff, “International Corporate Finance”, Thomson South-Western.

2. Sharan, Vyuptakesh, “International Financial Management”, Prentice Hall of India.

3. Jain, Peyrard, and Yadav’ “International Financial Management”, MacMillan

4. J. Fred Weston, Bart: Guide to International Financial Management.

5. Robery O. Edmister: Financial Institutions - markets and Management.

6. A.V. Rajwade: Foreign Exchange International Finance and Risk Management,

Prentice Hall.

4.2.3 RISK MANAGEMENT AND DERIVATIVES

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Uncertainty coupled with financial implication is ‘risk’. Every business enterprise is exposed

to various risks from the operations within and environmental forces outside. Unless the

risks are understood, measured, analyzed and taken care of, the good prospects of the

entity cannot be ensured. A finance professional must have knowledge of measuring and

hedging various risks. This course entitled “Risk Management and Derivatives” aims at

providing knowledge of risks and various hedging strategies.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To orient students on the meaning and types of risks.

- To provide knowledge on risk measurement and evaluation in making capital

budgeting decisions.

- To provide knowledge on risks associated with investments outside the business

and strategies for hedging the same with derivatives.

OUTCOMES

By the end of this course, a student would learn

- Meaning and types of risk.

- Risk analysis in capital budgeting.

- Risks associated with investments and hedging with derivatives.

- Meaning and types of derivatives.

- Futures – terminology, mechanism, hedging and pricing.

- Options – terminology, mechanism, pay-offs, hedging and prcing.

- Commodity markets and commodity derivatives.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: RISK ANALYSIS IN CAPITAL BUDGETING13HOURS

Meaning of Risk. Types of Risks of a Business Enterprise. Risk Analysis in Capital

Budgeting – Measuring and Managing Capital Budgeting Risks – Sensitivity Analysis,

Scenario Analysis, Simulation, Standard Deviation and Co-efficient of Variation, Risk-

Adjusted Discount Rate Method, Certainty Equivalent Co-efficient Method, Decision

Tree Analysis and Probability Distribution Method

2 MODULE 2: INVESTMENT RISKS AND DERIVATIVES 10 HOURS

Meaning of Derivatives. Types of Derivatives. – Forward Agreements, Future Contracts

– Terms associated with Futures – Stock Futures and Index Futures, Differences

between Forwards and Futures, Margin and Settlement Mechanism of Futures

3 MODULE 3: FUTURE CONTRACTS – HEDGING AND TRADING 10 HOURS

Hedging with Futures – Stock Hedging: When there is a future contract available on the

stock and when there is no future contract available on the stock. Portfolio Hedging:

Adjusting Portfolio Risk, Pricing of Futures

4 MODULE 4: OPTIONS – BASICS AND STRATEGIES 10 HOURS

Option Contracts – Meaning, Types – Call, Put, American, European. Pay-off and Pay-off

Diagrams. Hedging Strategies – Protective Put Strategy and Covered Call Strategy.

Trading Strategies with Options – Straddle, Strip, Strap, Strangle, Spreads

5 MODULE 5: OPTION PRICING 8 HOURS

Put-Call Parity Theory, Portfolio Replication Method, Risk Neutralization Method,

Binomial Method and Black-Scholes Method. Option Greeks

6 MODULE 6: COMMODITY RISKS AND COMMODITY DERIVATIVES 5 HOURS

Commodity Markets, Commodity Exchanges. Commodity Derivatives.

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Damodaran, Aswath, “Corporate Finance”, John Wiley & Sons Inc.

2. DamodaranAswath, “Appliced Corporate Finance”, John Wiley & Sons Inc.

3. Chandra, Prasanna, “Financial Management – Theory and Practice”, Tata McGraw-Hill

Publishing Company Limited.

4. Pandey, I M, “Financial Management”, Vikas Publications.

5. Khan, M.Y., and Jain, P.K., “Financial Management – Text, Problems and Cases”, Tata

McGraw-Hill Publishing Company Limited.

6. Chance/Brooks, An Introduction to Derivatives & Risk Management, Thomson.

7. Hull J, Options, Futures and Other Derivatives, 6 ed., Prentice Hall.

8. Dubosky and Miller, “Derivatives – Valuation and Risk Management”, Oxford University

Press.

9. Kumar, SSS, “Financial Derivatives”, Prentice Hall of India.

10. Parasuraman, N.R; “Fundamentals of Financial Derivatives”, Wiley India.

11. Vohra, and Bagri, “Futures and Options”, Tata McGraw Hill.

12. Chatnani, Niti, “Commodity Markets – Operations, Instruments and Applications”, Tata

McGraw Hill

REFERENCES

1. Gupta S.L., “Financial Derivatives – Theory, Concepts and Problems”, PHI.

2. Stulz, Rene, “Risk Management and Derivatives”, Thomson.

3. Cohen, Guy, “Options Made Easy”, FT Prentice Hall

4. Sridhar, A.N., “Futures and Options – Equities – Trading Strategies and Skills”, Shroff

Publishers and Distributors.

5. McCafferty Thomas, “Options Demystified – A Self-teaching Guide”, Tata McGraw Hill.

6. Duarte, Joe, “Futures and Options for Dummies”, Wiley India.

ELECTIVE SUBJECTS

4.3 MARKETING

4.3.1 STRATEGIC BRAND MANAGEMENT

4.3.2 INTERNATIONAL MARKETING STRATEGY

4.3.3 DIGITAL MARKETING

4.3.1 STRATEGIC BRAND MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Brands that a firm has invested in and developed over time are their valuable assets.

Processes, designs and strategies of organizations may be easily copied, but a strong brand

is something which cannot be easily reproduced. Strong brands can influence purchase

decisions by communicating the value of and providing differentiation for products and

services. Effective brand management is critical to maintaining the long-term profitability of

products and services. This course is designed to develop students’ understanding of the

importance of brand equity as well as how to build, measure and manage brand equity.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To give students a deeper understanding of the process of brand building in a

variety of business contexts, the integrated requirements for effective brand

reinforcement , revitalization as well as the models, measures and impact of brand

equity.

OUTCOMES

- By the end of this course, students should be able to: Understand key principles of

branding, positioning and brand building strategies.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Product Management: Product Planning and New Product Management- Product

Portfolio Analysis - Market Attractiveness & Components Of Market Attractiveness –

Product Market Strategies - Product Life Cycle Stages And Corresponding Strategies –

Competitor Analysis

2 MODULE 2: 10 HOURS

Introduction To Brand Management: Brands Vs Products- Brand Management - Brand

Components & Attributes- Significance Of Branding To Consumers & Firms - Selecting

Brand Names- Brand Identity – Kepferer Brand Identity Prizm Model - Branding

Challenges & Opportunities

3 MODULE 3: 12 HOURS

Brand Equity: Concept – Types Of Brands - Strategic Brand Management Process –

Brand Attribute Management & Architecture – Brand Portfolio Strategy – Brand

Extension And Stretching - Making A Brand Strong-Sources Of Brand Equity-The 4 Steps

Of Strong Brand Building- Aakers Brand Equity Model – Customer Based Brand Equity –

Brand Leveraging, Brand Loyalty

4 MODULE 4: 8 HOURS

Brand Positioning: Types Of Positioning- Over, Under & Repositioning- Differentiation –

Identifying Gaps Using Perceptual Maps - Co-Branding –Licensing – Celebrity

Endorsement - Positioning Guidelines

5 MODULE 5: 8 HOURS

Brand Audit and Valuation: Brand Audit - Internal Branding- Introduction To Brand

Valuation – Components & Types Of Valuation

6 MODULE 6: 10 HOURS

Building Online Brands: Integrated Marketing Communication - The New Media

Environment – Building and managing online Brands - Marketing Communication

Options – Using Social Media to Build Brands – E-Commerce & Brands

5. PEDAGOGY

Conceptual explanation with regards to brand creation, brand management and brand

sustenance is required in the class room sessions and relevant cases will give students a

better perspective. Live projects should be the part of curriculum.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Kevin Lane Keller M. G. Parameswaran and Isaac Jacob, Strategic Brand

Management, Pearson Education India, 3rd Edition, 2010

2. RamanujMajumdar ,” Product management in India”, PHI Learning Pvt India, 2007

3. KirtiDutta, Brand Management, Principles and Practices ,Oxford University Press, Ist

Edition, 2012

REFERENCES

1. Kevin Lane Keller , Strategic Brand Management: Building, Measuring, and

Managing Brand Equity, Prentice Hall, 4th Edition, 2012

2. MG Parameswaran , Building Brand Value – Five Steps to Building Powerful

Brands, Tata McGraw hill, 2006

3. SubrotoSengupta , Brand Positioning: Strategies for Competitive Advantage, Tata

McGraw Hill Education, 2005

4. J.N. Kapferer , The New Strategic Brand Management (Creating And Sustaining

Brand Equity Long Term) , Kogan Page Publishers India, 2008.

5. S.A. Chunawalla , Compendium of Brand Management, Himalaya Publishing

House , 2011

6. David A Aaker , Managing Brand Equity, Free Press, 1991

4.3.2 INTERNATIONAL MARKETING STRATEGY

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

This course emphasizes on gaining competitive advantage in the global marketplace by

providing in-depth understanding of the competitive implications affecting global marketing

strategies. It covers the factors that govern the decision to enter export markets and

analyzes planning, organizing, and managing an international marketing strategy.

Organizations are becoming increasingly aware of the importance of understanding what

their customers want and therefore the necessity to develop products and services that

meet their needs and aspirations. Organizations which place the customers at the forefront

of all decision-making and take a marketing-led approach are able to create competitive

advantage and build brand loyalty.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To acquaint students with International Marketing knowledge and strategies.

- To help the students to solve problems of International Marketing and sales

practice.

- To assist the students to specialize in marketing within an international context.

- To guide the students on International Documentation

- To help the students to channelize the fruits of Emerging Markets with an

opportunity perspective

OUTCOMES

- Students will be able to evaluate the various forces when products and services

enter the global marketplace.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1:GLOBAL MARKETING – AN OVERVIEW12 HOURS

International/Multinational/Multiregional/Global Marketing – Definition & Scope,

Objectives of International Marketing – Challenges and opportunities in International

Marketing – Quality considerations in International Marketing – Underlying forces of

International Marketing – Major Participants in International Marketing – Importance

Of International Marketing – Review of Trade theories - Culture & Social Factors –

Culture & Its Impact On International Marketing - Political & Legal Forces - Negotiating

With International Customers, Partners & Regulators, Global marketing environment –

Economic Environment, Socio-cultural Environment –Legal and Statutory Framework.

2 MODULE 2:INFORMATION SYSTEM AND RESEARCH10 HOURS

Definition and Meaning of Global Marketing Information System, Process of Marketing

Research, Analyzing Global Opportunities: Screening International Marketing

Opportunities – Criteria for Selecting Target Countries – Grouping International Markets

– Analyzing International Buyers/Business Markets & Government Markets –

International Marketing Research Process.

3 MODULE 3:MARKET SELECTION AND ENTRY STRATEGIES8 HOURS

Global Market Entry & Exit Strategies: Exporting – Licensing – Local Manufacturing-

Joint Ventures- Merger & Acquisition - Strategic Alliances – Preparing For Exit Strategy

Analysis – Exit Strategies – Analyzing Opportunities Using Trade Map

4 MODULE 4: GLOBAL MARKETING MIX8 HOURS

International Product & Promotion Strategy: Adjusting Quality to Global requirements,

International & Global Branding Decisions – Brand Name Selection Procedure –

Global/Pan Regional Brands – Exploiting Product Life Cycles In International Marketing –

New Product Development in Global Markets – Global Advertising – Creative Challenges

– Media Planning and Analysis

5 MODULE 5:PRICING AND DISTRIBUTION STRATEGY 8 HOURS

Selection Of International Channels – Managing Distribution Systems- Global Trends in

Distribution Systems- Pricing – Price Escalation – Dumping – Countertrade as a Pricing

Tool – Intra-company Pricing

6 MODULE 6:DOCUMENTATION AND EMERGING MARKETS10 HOURS

Documentation and procedural complexities- Registration with various agencies–

Compulsory Quality Control - Processing Export Orders. Newly Industrialized Countries–

Developing Countries & Emerging Markets – European Community – CIS – CEFTA –

NAFTA-ASEAN – Africa – Middle East – BRICS- Regional Trade Blocks & Impact on

Marketing.

5. PEDAGOGY

Class teaching will be supplemented with case study dimension, field trips and live

projects in industry are mandatory

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Rakesh Mohan Joshi , International Marketing , Oxford University Press, Ist

Edition, 2009

2. Phillip Cateora, John Graham, Mary Gilly, International Marketing , McGraw-

Hill/Irwin, 16th Edition, 2012

REFERENCES

1. SvendHollensen , Global Marketing – A Decision Oriented Approach, ,Prentice

Hall ,6th Edition, 2013

2. Frank Bradley. International Marketing Strategy, Pearson Education, 5th Edition,

2004

3. Johansson, J. K. Global Marketing: Foreign Entry, Local Marketing, and Global

Management, McGraw-Hill, 5th Edition, 2008

4.3.3 DIGITAL MARKETING

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Marketing has changed from traditional advertising media to online platforms. The course

shall introduce the student to social media platforms. Market research forms the back bone

of digital marketing. Reputation of entities can be altered within minutes which is of high

risk. Use of social media effectively produces engaged customers and their posts are brand

advertisements which spread through word of mouth. Digital marketing can be successful

only if an organized plan has been drawn. Social relation building helps in increasing

Customer Loyalty. Hence, it is not just online presence but also its maximum utilization that

is important. There is a huge inflow of new digital marketing technology and tools. Choosing

the right tool is essential for customer delight and deriving results. Most of the business

have digital presence but lack the a strategy to tackle the digital competition

3. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES

- To understand the basics of digital marketing.

- To develop a comprehensive digital marketing strategy

- To be able to use new media such as search engine and social networking.

OUTCOMES - By the end of the course, the student will be able to evaluate the risks involved in

digital marketing. It shall make them be able to attract and retain customers

online.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 10 HOURS

Introduction to marketing in the digital environment, Types of web presence, common

e-commerce business models, pure play, hybrid and multi-channel options. Media

options online, Fulfilment options and strategies, Introduction to payment gateways

and PayPal

2 MODULE 2: DIGITAL MARKETING RESEARCH 10 HOURS

Audience profiling and segmentation, Internet usage patterns ,Post Internet consumer

behaviour and understanding buyer behaviour online, pillars of direct marketing, Online

research and behaviour tracking methods, Introduction to behavioural targeting. Online

surveys, blog mining, data mining, Building customer profiles using navigation and sales

data, Competitor analysis online, Integrating online and offline strategies

3 MODULE 3: SEARCH ENGINE MARKETING10 HOURS

Email campaign creation and management, Google Adwords, search and display on

search engines, pricing models online, Introduction to page rankings, googleAdwords

analytics, Search Engine Optimization, Process and methodology, Long tail in SEO, Link

building, Key word analysis, process and optimization. Search Engine Marketing - Paid

versus natural Search, SEM landscape, Landing pages and their importance in

conversion analysis, Google vs. Bing vs. Yahoo. Search Methodology.

4 MODULE 4: SOCIAL MEDIA AND e-PR10 HOURS

Using Facebook, Linked-in, twitter, You tube including creating a channel on You Tube,

Content guidelines for online communications, Social Media measuring, monitoring &

reporting, Tracking & Monitoring platforms. Content seeding, How to use blogs, forums

and discussion boards, Blogs, forums and communities, Viral campaigns and the social

graph. Building relationships with different stakeholders online

5 MODULE 5: ONLINE REPUTATION MANAGEMENT 8 HOURS

Introduction to online reputation management, Importance of managing online

reputation for a business, strategies and tools of online reputation management,

handling negative comments.

6MODULE 6: RECENT TRENDS 8 HOURS

Localization of content and advertising. Marketing using mobile networks, evolution of

Indian banking industry – journey from brick and mortar to mobile banking, Consumer

engagement – meaning and methods

5. PEDAGOGY

Class teaching will be supplemented with case study dimension, and live projects in

industry are mandatory

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Deepak Bansal , A Complete Guide To Search Engine Optimization , B.R Publishing

Corporation, Ist Edition, 2009

2. Grienstein and Feinman- E-commerce –Security, Risk Management and Control

(TMH,The Consumer Decision Journey, McKinsey Quarterly, No3, 2009

3. Strauss.J and Frost . R , “E- Marketing”, Pearson Education, 5th Edition, 2009

4. Ramsey , Seven Guidelines for Achieving ROI from Social Media, eMarketer , 2010

REFERENCES

1. Godfrey Parkin , Digital Marketing: Strategies for Online Success ,New Holland

Publishers Ltd, 2009

2. Damian Ryan , Understanding Digital Marketing : Marketing Strategies for

Engaging the Digital Generation, Kogan Page, 3rd Edition, 2014

3. Jonah Berger , Contagious Why Things Catch On , Simon & Schuster, 2013

ELECTIVE SUBJECTS

4.4 HUMAN RESOURCES

4.4.1 STRATEGIC HRM

4.4.2 INTERNATIONAL HRM

4.4.3 TALENT AND KNOWLEDGE MANAGEMENT

4.4.1 STRATEGIC HRM

1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per 4

2. PERSPECTIVE OF THE COURSE

With increasing competition, the technological, socio cultural and economic changes have

triggered the need for constantly developing the human resources. HRD is no longer limited

to the confines of a departmental activity, now it finds a place even in the vision and mission

statements of the companies. The need to survive in the ever changing business world

demands a well developed pool of human resources with strategies.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To develop the perspective of strategic human resource management.

- Distinguish the strategic approach to human resources from the traditional

functional approach.

- Appreciate SHRM in the context of changing forms of organisation

OUTCOMES

- By the end of this course- a student would learn the relationship of HR strategy

with overall corporate strategy and Understand the strategic role of specific HR

systems

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

HR environment HRM in knowledge economy Concept of SHRM Investment

Perspective of SHRM Evolution of SHRM Strategic HR vs. Traditional HR –Barriers to

strategic HR Role of HR in strategic planning

2 MODULE 2: 10 HOURS

Strategic fit frameworks - Linking business strategy with HR strategy - HR bundles

approach, best practice approach - Business strategy and human resource planning -

HRM and firm performance linkages - Measures of HRM performance - Sustained

competitive advantages through inimitable HR practices

3 MODULE 3: 10 HOURS

HR Systems - Staffing systems - Reward and compensation systems - Employee and

career development systems - performance management systems - Various Strategic

Management frameworks

4 MODULE 4: 10 HOURS

Strategic options and HR decisions – Downsizing and restructuring - Domestic and

International labour market - Mergers and acquisitions - Outsourcing and off shoring.

5 MODULE 5: 10 HOURS

Strategic Responses of Organisations to Changing Environment – Portfolio process and

structure related strategic responses. M & A s and Strategic HR

6 MODULE 6: 8 HOURS

Conduct an Interview with CEO or Authorised authority and data collection on Strategic

responses of Organisations to changing environment (Ref. Srinivas R. Kandula PHI 2012)

Interview schedule for conducting case study

Interviewee’s awareness / knowledge of strategic responses being planned /

implemented / progressed in the organisation.(common)

Compatibility between voluntary participative forums and collective bargaining

forum (HR Managers)

Reasons for strong / weak / no relationship (positive or negative) between

strategic responses and SHRD system. ( HR Manager / Individual / Trade Unions)

Unions perception on the commitment of employer, frontline officers and

workers in SHRD system (Trade union leaders)

5. PEDAGOGY

A variety of teaching methods will be employed which will include case analysis -

self-assessment exercises - group projects - team-based projects – lectures - guest

speakers - video

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Mello- Jeffrey A.,“Strategic Human Resource Management”, Thomson Learning

Inc,

2. Agarwala, Tanuja, “Strategic Human Resource Management”, Oxford University

Press, New Delhi,

3. Dreher- George and Thomas Dougherty, “Human Resource Strategy”, Tata

McGraw Hill,

4. Greer, Charles, “Strategic Human Resource Management”, Pearson Education,

5. Srinivas. R Kandula, “Strategic Human Resource Management”, PHI

4.4.2 INTERNATIONAL HRM

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

A challenging aspect of HRM in most firms with multinational operations is the multicultural

nature of their work force, which is further compounded by its geographical dispersion. In

addition, HRM like so many other managerial functions, takes place not in vaccum but

within the overall internal organisational environment and the external national and

international context in which the company operates an attempt is made to know the

insight of IHRM.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To be able to assess the extent to which multinational companies can have

company wide HRM strategies,policies and practices

OUTCOMES

- By the end of this course, a student would learn a perview of the major challenges

that MNC’s face and to be familiar, through a real life case study, with some of the

HRM issues faced by staff in a foreign subsidiary of a major multinational company

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

International HRM - Domestic HRM v/s IHRM - Managing International activities -

Human Resource Planning - International recruitment and selection - Training and

development of expatriates – M & A –Integration of acquired employees in newer

cultures, Global Mobilty and HR-International postings

2 MODULE 2 : 10 HOURS

Repatriation – Expatriation and repatriation - Selection methodology of expatriation -

Process of repatriation, job related adjustments, organisational development -

International compensation: components, objectives and methods of compensation -

Taxation decisions - Changing trends in International employment.

3 MODULE 3: 10 HOURS

Managing HR in Virtual Organisation: Meaning and types of virtual organisations -

Difference between traditional and virtual organisations - Features of virtual

organisation - Managing HR in virtual organisations - Challenges of International

performance management - Career Management& International HRM

4 MODULE 4: 10 HOURS

Knowledge management and International management development - Knowledge

and Knowledge transfer - Knowledge and situated cognition - Implications for

knowledge transfer - Knowledge management in MNCs - Knowledge management and

IHRM -Changing scope of International management development - International

manager roles: development implications, international management development

initiatives, Future developments

5 MODULE 5: 10 HOURS

IHRM Strategies and Developments - Managing diversity - Linking corporate and HRM

strategy - Total quality in HRM - Scope of TQM - Comparison of Traditional and TQHRM

approaches - Barriers to TQHRM - HR project planning - Importance of computerised

information system - Conflict management - Human rights movement and IHRM,

Experiences of Japan and China

6 MODULE 6: 8 HOURS

Case Studies - Ethics and challenges in IHRM - Role of international education in IHRM -

UNO and IHRM - Business leaders as global citizens - Futuristic view of IHRM - socio

cultural factors and ethical issues in BPO Industry - Adventurous training - Problems of

women expatriates - Globalisation and senior citizens – BPO and IHRM

5. PEDAGOGY

- Lectures

- Practical Excises – Individual and Group

- Case Studies

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Tony Edwards, Chris rees: International Human Resource Management, Pearson,

latest edition.

2. Dowling : International Human Resource Management,

3. IndraniMutsuddi: Managing Human Resources in the Global Context, New ade

international publishers, latest edition

4. P.Subbarao : International Human Resource Management,HPH,latest edition

4.4.3 TALENT AND KNOWLEDGE MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The explosion of interest in talent and knowledge management among academics, public

policy makers, consultants, and business people began as recently as the mid-1990s.The

level of interest in Talent & Knowledge management since then visible in a number of ways.

It is growing rapidly more and more companies have built talent and knowledge

repositories. Even new job titles have appeared from knowledge edge developer, to

knowledge facilitator, to corporate knowledge officer

3. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES

- To impart the knowledge on talent and knowledge management. its importance in

contemporary business

OUTCOMES

- By the end of this course, a student would learn the new concepts in talent and

knowledge management and its relevance in the corporate

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: 8 HOURS

Talent - Engine of new economy - Difference between talent and knowledge workers -

Leveraging talent - Talent value chain - Elements of talent friendly organizations

2 MODULE 2 : 12 HOURS

Elements, benefits and challenges of Talent Management System - Building blocks of

talent management: competencies, performance management, evaluating employee

potential - Modern practices in talent attraction, selection, retention and engagement.

Talent Management & Social Media - Emerging Trends in Talent Management

3 MODULE 3: 10 HOURS

Talent Planning – Succession management process - Cross functional capabilities and

fusion of talents - Talent development budget - Value driven cost structure -

Contingency plan for talent - Building talent - Leadership coaching

4 MODULE 4: 6 HOURS

Return on talent (ROT) - ROT measurements - Optimizing investment in talent -

Integrating compensation with talent management - Developing talent management

information system - Psychometrics for TM

5 MODULE 5: 12 HOURS

Knowledge economy - Understanding Knowledge management - Types of knowledge -

Knowledge centric organizations - Knowledge management framework - Knowledge

creation and capture - Designing of Knowledge management strategy - Issues and

challenges in knowledge Management - Implementing knowledge management

strategy - Knowledge management metrics and audit.

6 MODULE 6: 8 HOURS

Conduct Interviews with five senior executives of two organisations on their talent and

knowledge management practices.

Conduct minimum one focus group discussion (FGD) on Knowledge Management Portal

5. PEDAGOGY

- Lectures

- Seminars and presentation

- Practical Exercises like industry and field visit – Individual and Group

- Case Study discussion in each module

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS

1. Berger, Lance A and Dorothy Berger (Eds.) The Talent Management Handbook,

Tata McGraw Hill, New Delhi

2. Chowdhary, Subir, The Talent Era, Financial Times/Prentice Hall International

3. Chowdhary, Subir, Organization 2IC, Pearson Education, New Delhi

4. Masood,Anilkumarsingh and SomeshDhamija , Talent management in India-

challenges and opportunities,Atlanticpublisher,New Delhi.

5. Elais M Awad, Hassan M Ghaziri, Knowledge management,: Pearson

6. Sanjay Mahaopatra, Knowledge Management, Mcmillan

7. Waman s Jawadekar, Knowledge Management text and cases, Mcgraw Hill

ELECTIVE SUBJECTS

4.5 HEALTH CARE MANAGEMENT

4.5.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE

4.5.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS

4.5.3 MANAGEMENT OF HOSPITAL SERVICES

4.5.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Understanding and study of management of organizations in general would give a better

perspective in the contemporary scenario. But the application and customization of the

basics of management in various sectors of the industry is the need of the hour. Healthcare

is one of the major emerging sectors of the Indian Economy. The application and

customization of various functional areas of management would go a long way in the

placement of management graduates in the healthcare sector. The present course makes a

humble attempt to bridge the gap of fulfilling the felt needs of healthcare sector.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To introduce the managerial dimensions of healthcare sector to students.

- To make students to get a glimpse of application of management in healthcare

sector.

OUTCOMES

- By the end of the course, the students have to have better understanding of

differences between management in general and management in healthcare

sector

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: HEALTH CARE SECTOR 8 HOURS

Various segments in healthcare delivery- Diagnostics, polyclinics, nursing homes,

specialist hospitals etc-Social Health Model-Framework of Healthcare Organization as

compared to other service sector-Business Process Re-engineering-Differences between

management in healthcare and other service sectors.

2 MODULE 2: ORGANIZATION BEHAVIOR 8 HOURS

Behavior of individuals, groups and teams-Conflict Management and Service Culture

with special reference to healthcare sector.

3 MODULE 3: HUMAN RESOURCE MANAGEMENT 8 HOURS

HRM challenges with reference to Recruitment, Selection, Retention, Training and

Development, Compensation, Performance Management System, Competency

Management in Healthcare

4 MODULE 4: SERVICE MARKETING 10 HOURS

Marketing challenges to Service Marketing, Health Service Quality, Promotion Mix,

Branding and Positioning, Marketing Communication, Media and Public Relations in

healthcare-Application of marketing strategies in healthcare.

5MODULE 5: FINANCIAL MANAGEMENT 10 HOURS

Pricing of hospital services and new equipment usage, Pricing Policy, Rate Revision,

Hospital Rate Setting, Replacement Analysis, Accounting Practices in Hospitals,

Emerging Trends in Finance in Healthcare-Break Even Analysis in Healthcare

organizations-Costing Template

6 MODULE 6: INVENTORY MANAGEMENT 12 HOURS

Stores Organization, Concept and Scope of Inventory Management as applicable to

healthcare; Materials Planning, Procurement, Vendor Management, Purchase,

Inspection. Hospital Equipment; Planning, Selection, Purchase, Repair and

Maintenance-Condemnation and Disposal-Pilferage-ABC and VED Analysis

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, role plays, experiences, exploratory exercises, instruments, videos and

films, Assignments in HR, Marketing, Finance and Inventory Management of

Hospitals

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Kotler, Philip and Clarke, Robert,” Marketing in Healthcare Organizations”, Prentice

Hall College Division, Ist Edition, 1986

2. Beck, Donald F , “Basic Hospital Financial Management” , Aspen Systems Corp,

1980

3. Joshi, D.C, “Hospital Administration” , Jaypee Publishers, Ist Edition, 2009

4. Shi, Leiyu , “Managing Human Resources in Health Care Organizations”, Jones &

Bartlett Learning, 1st edition , 2006.

5. Goel R.C, “HRM in Hospitals” , Prentice Hall of India Pvt Ltd, 3rd Edition, 2003

6. P.G Ramanujam, “Marketing of Healthcare Services”, Excel Books,2009

7. Hyman Stanley” Supplies Management in Healthcare”, Croom Helm, 1979

8. Sakharkar B M, “Principles of Hospital Administration & Planning”, Jaypee Brothers

Publishers , New Delhi,2nd Edition, 2009

9. Gupta, Shakthi and Kant, Sunil, “ Hospital Stores Management , an integrated

approach”, Jaypee Brothers Publishers , New Delhi, 2004

4.5.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

For any organization to be successful, it needs to have an holistic approach towards business

with accurate alignment of its objectives with business strategies. As healthcare industry is a

unique service industry, different approach has to be followed to ensure the business

performance and growth. The course will cover the basics of strategic management

including quality and innovation as applied to healthcare sector

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To enable the students to understand the philosophy and rational of business

strategies

- To enable the students to understand the various quality philosophies, significance

and their application in healthcare settings.

OUTCOMES

- By the end of the course, the student will get a feel of the strategic dimensions

of the management of healthcare organizations

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Strategic intent concepts; Healthcare Organization’s Vision, Mission , Goals and

Objectives-Business Models-Policy and Values; Balance Score Card, Critical Success

Factors; Key performance Indicators in healthcare setting; Competition in healthcare

business

2 MODULE 2: STRATEGY FORMULATION AND IMPLEMENTATION12 HOURS

Competitive advantage in terms of facilities and services- Cost Leadership and

differentiation in healthcare delivery-Core Competence in healthcare organizations-

Growth and expansion of organizations-Mergers and Acquisitions, Outsourcing-Role

and emergence of technology-Resource Allocations-Supportive Culture-Strategic

Leadership-Corporate Culture-Functional and operational implementation.

3 MODULE 3: QUALITY IN HEALTHCARE 10 HOURS

Concept and significance-Quality Management Philosophies-Patient Focus and

Involvement-TQM Models-Quality tools and techniques applied to healthcare-

Continuous Quality Improvement-Quality Circles

4 MODULE 4: QUALITY ACCREDITATION 10 HOURS

Meaning and benefits-Quality Standards-Quality of patient care, focus and safety-

Accreditation Process-National and International Bodies for accreditation in healthcare

– ISO, QCI, NABH & JCI-Statutory Compliance

5 MODULE 5: AUDIT IN HEALTHCARE 8 HOURS

Concurrent, terminal and cyclic evaluation-Healthcare, Medical, Nursing, Clinical

Pharmacy and Antibiotic Audits-Patient Satisfaction surveys-Integration of healthcare

systems

6 MODULE 6: INNOVATIONS IN HEALTHCARE 8 HOURS

Innovation Process, Innovations in Healthcare delivery-Public and Private, Technology,

New Product Development

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, web-based assignments, experiences, case study designing specific to the

topic, instruments, videos ,films and interactions with entrepreneurs in healthcare

sector

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. GirdharGyani& Alexander Thomas ,”Handbook of Healthcare Quality & Patient

Safety”, Jaypee Medical Publishers, Ist Edition, 2014.

2. Kunders, G.D , “Designing for Total Quality in Health Care”, Prism Books Pvt Ltd, Ist

Edition, 2002

3. Kropf, Roger , Greenberg, James A, “Strategic Analysis for Hospital Management”,

Aspen Publishers Inc, Ist Edition ,1984

4. Alan M.Zuckerman, Healthcare Strategic Planning, Prentice Hall of India, 2nd Edition,

2005

5. Paul Trott, “ Innovation Management and New Product Development”, Prentice Hall,

5th Edition ,2011

6. Donald Lighter and Douglas,” Quality Management in Healthcare: Principles and

Methods”, Janes and Berlett Publishers, 2004

7. Pena, Jesus,” Hospital Quality Assurance, Risk Management, and Program

Evaluation”, Aspen Publication, 1984

4.5.3 MANAGEMENT OF HOSPITAL SERVICES

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Hospitals are unique service based organizations, different from other service organizations.

Hospitals serve as the touch-points of healthcare delivery, concentrating mostly on the

curative health services. The patients approach hospitals for general and specialized services

on short, medium and long term basis. Hospital Managers have to make sure that

healthcare services are rendered by the healthcare personnel effectively and efficiently. This

requires, on the part of the hospital managers, to fully understand the various functions

being carried out by different departments and design and develop hospital systems so that

all functions are carried out in a coordinated manner. The course has been designed to give

the detailed overview to hospital functioning in compliance with statutory and regulatory

requirement in a holistic manner

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To introduce the basic services of hospitals to the students.

- To familiarize the students with management dimensions of hospital services.

OUTCOMES

- At the end of the course, the students would get an insight into structure of

hospital services and delivery

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: STRUCTURE OF SERVICES 8 HOURS

Uniqueness of Hospital Services-Differences with Non-Hospital Forms of Healthcare

Services-Classification of Hospital Services based on Ownership, Extent of specialization

and Nature – Hospitals in India today, hospital as a system.

2

MODULE 2: DESIGN AND PLANNING 8 HOURS

Classification of Healthcare Facilities- Phases of hospital project- Preliminary survey,

Feasibility Survey, Financial & Equipment planning, site selection criteria, legal

requirements & Design consideration, Flow chart of operation, Physical facilities and

space requirements, statutory requirements, Documentation, Equipment & supplies,

Hospital organization hierarchy – Roles & function of hospital administration.

3 MODULE 3: OUT-PATIENT SERVICES 10 HOURS

Out Patient Department- Planning and Management of Accident and emergency

services, Physical medicine and Physiotherapy, Day care- Urgency and utilization

management- Prioritization of Patient Needs

4MODULE 4: IN-PATIENT SERVICES 10 HOURS

Operation of wards and facilities-Planning and Management of Medical and Surgical

Services, Nursing services and administration, Critical Care Services like ICU Etc -

Specialty Services In-patient department (General & Specialized unit), Burn Unit, OT,

Super Specialty services.

5 MODULE 5: OTHER SERVICES 12 HOURS

Planning and Management of STP/ETP, Laundry, Central Sterile and Supplies

Department( CSSD), Bio Medical Waste Management(BWWM) , Building, Water supply,

Sanitary System and Fire safety, Laundry & Linen, Housekeeping, Maintenance

department, Toilets, Other Supportive Services like Radiology, Laboratory etc- Blood

Bank , Ambulance services, Pharmacy, Cafeteria and Mortuary.

6 MODULE 6: HOSPITAL INFORMATION SYSTEM 8 HOURS

Information, Communication and Technology in Healthcare-Barriers and facilitators in

adoption of ICT-Telemedicine, Hospital statistics, evaluation of hospital services, Use of

management information system.

5. PEDAGOGY

The course is expected to use a combination of approaches such as lecture, case

discussion, web-based assignments, experiences, case study designing specific to the

topic, instruments, videos and films. Frequent visits to and assignments in different

kinds of hospitals are recommended.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Goel, S.L and Kumar,” Hospital Core Services: Hospital Administration in 21st

Century”, Deep and Deep Publications Pvt Ltd, Ist Edition, 2004.

1. Kunders, G.D,” Hospitals: Facilities Planning and Management , TBS, 2007.

2. B.M.Sakharkar ,” Principles of hospital administration and planning” , Jaypee

Brothers Medical Publishers, 2nd Edition, 2009

3. Tabish S A,” Hospitals and Nursing homes planning, organizing and management”,

Jaypee Publishers, Ist Edition, 2003

4. Srinivasan A V,” Managing a Modern hospital”, Sage Publications, Ist Edition, New

Delhi, 2002

1. Sharma, Madhuri, “Essentials for Hospital Supportive Services and Physical

Infrastructure”, Jaypee Brothers Medical Publishers, Ist Edition, New Delhi, 2003

ELECTIVE SUBJECTS

4.6.1 BANKING TECHNOLOGY AND MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The System and Experience of Banking has changed drastically over time and the buzz words

today are ‘net banking’, ‘mobile banking’ etc. While knowledge of the systems and

operations of a bank is very important, the technology that drives the system is equally

essential to know. A student seeks a career in banking need to be exposed to the

‘Technology’ that defines the work and responsibility in the changing scenario of bank

functioning. Hence, this paper ‘Banking Technology and Management’.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To orient the students about the core banking and branch operations.

- To provide knowledge on delivery channels and back office operations.

- To give an exposure regarding interbank payment system and smart banking

technologies.

- To discuss contemporary issues in banking techniques OUTCOMES

By the end of the course, a student would

- Learn the technology used in banking operations.

- Know the back-end operations enabling provision of services.

4.6 BANKING FINANCE AND INSURANCE (BFIS)

4.6.1 BANKING TECHNOLOGY AND MANAGEMENT

4.6.2 INTERNATIONAL FINANCIAL MANAGEMENT

4.6.3 RISK MANAGEMENT FOR BANKS AND

INSURANCE COMPANIES

- Get exposed to the contemporary techniques influencing banking systems

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: CORE BANKING AND BRANCH OPERATIONS 10 HOURS

Introduction and Evolution of Bank Management – Technological impact in Banking

Operations – Total Branch Computerization – concept and opportunities – Centralized

Banking – Concept, Opportunities, Challenges and Implementation

2 MODULE 2: DELIVERY CHANNELS 8 HOURS

Overview of Delivery Channels – Automated Teller Machine – Phone Banking – Call

Centers – Internet Banking – Mobile Banking – Payment Gateways – Card Technologies

– MICR Electronic Clearing

3 MODULE 3:BACK OFFICE OPERATIONS 8 HOURS

Back office Management – Inter branch reconciliation – Treasury Management – Forex

Operations – Risk Management – Data Centre Management – Network Management –

Knowledge Management (MIS / DSS / ESS) – Customer Relationships Management

(CRM)

4 MODULE 4: INTERBANK PAYMENT SYSTEM 10 HOURS

Interface with payment system Network – Structured Financial Messaging System –

Electronic Fund Transfer – RTGS – Negotiated Dealing Systems and Securities

Settlement Systems – Electronic Money – E-Cheques

5 MODULE 5: SMART BANKING TECHNOLOGIES 10 HOURS

Introduction – Characteristics of Smart Banking Environment – Components and

Technologies of Smart Banking Environments – Issues in Smart Banking

6MODULE 6: CONTEMPORARY ISSUES IN BANKING TECHNIQUES 10 HOURS

Analysis of Rangarajan Committee Reports – E Banking – Budgeting – Banking Softwares

– Case Study: Analysis of Recent Core Banking Software.

5. PEDAGOGY

a) Lectures and presentations.

b) Live examples and cases

c) Seminars from industry experts.

d) Assignments about interaction with banks.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Muraleedharan, D, “Modern Banking Theory and Practice”

2. Banking on Technology – Perspectives on the Indian Banking Industry, Indian Banks

Association, January 2014.

3. Bhasin, Narinder Kumar, “Technology in Banking – the New S Curve”, The Indian

Banker, Vol VII, No. 5, May 2012.

4. Mobile Banking – Report of the Technical Committee, The Reserve Bank of India,

January 2014.

5. Working Group on Information Security, Electronic Banking, Technology Risk

Management and Cyber Frauds – Report and Recommendations, The Reserve Bank of

India, January 2011

6. Dube, D.P &Gulati, V.P, “Information System Audit and Assurance”, Tata McGraw Hill

7. Publications of Indian Institute of Banking and Finance, McMillan

4.6.2 INTERNATIONAL FINANCIAL MANAGEMENT

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

A business enterprise having international transactions is exposed to various risks. While

understanding the global environment, the economic impact of the transactions, the

procedures and formalities to be adhered to are on one side, the impact of transactions on

cash flow of the entity on account of fluctuations in foreign exchange rate is another aspect

that must be addressed. This course titled “International Financial Management” aims to

orient all the aspects a professional need to know in carrying out international transactions.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To orient the students on global business environment and international markets.

- To make students understand the various risks an enterprise is exposed to on

account of international transactions.

- To provide knowledge and skills for hedging foreign currency risks.

OUTCOMES

By the end of this course, a student would learn

- The global financial environment, currency system, relationship between

economies and impact of international transactions on the economy.

- Functioning of international financial markets.

- Fixing of exchange rate.

- Foreign currency risks and hedging strategies.

- Interest rate risks and hedging strategies

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: GLOBAL FINANCIAL MANAGEMENT 10 HOURS

Evolution of International Monetary System, Bimetallism, Classical Gold Standard,

Interwar Period, Bretton Woods System, Flexible Exchange Rate Regime, The current

Exchange Rate Agreements, European Monetary System, Fixed vs. Flexible Exchange

Rate Regime

2 MODULE 2: BALANCE OF PAYMENTS 5 HOURS

Introduction, Accounting Principles in Balance of Payments, Valuation and Timing,

Components of the Balance of Payments, ‘Surplus’ and ‘Deficit’ in Balance of Payments,

Importance and limitations of BOP Statistics, Relationship of BOP with other economic

variables.

3 MODULE 3: INTERNATIONAL FINANCIAL MARKETS 5 HOURS

Motives for using International Financial Markets. Foreign Exchange Market – History

and Transactions, interpreting Foreign Exchange Quotations, International Money

Markets, International Credit Markets and International Bond Markets. Comparison of

International Financial Markets.

4 MODULE 4: EXCHANGE RATE DETERMINATION 8 HOURS

Purchasing Power Parity Theory, Interest Rate Parity Theory, International Fischer’s

Effect, Pure Expectations Theory

5MODULE 5: FOREIGN EXCHANGE RISK AND RISK HEDGING STRATEGIES18 HOURS

Transaction Risk, Translation Risk, Economic Risk. Risk Hedging Strategies: Internal –

Netting, Leads and Lags. External – Forwards, Futures, Options, Money-market Hedging,

Currency Swaps

6 MODULE 6: INTEREST RATE RISK AND RISK HEDGING STRATEGIES 10 HOURS

Interest Rate Swaps, Forward Rate Agreements, Interest Rate Futures, Interest Rate

Options, Caps, Floors and Collars, Swaption.

5. PEDAGOGY

a) Lectures.

b) Demonstrations using Excel

c) Practical Exercises – Individual and Group

d) Case Studies.

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Alan Shapiro: Multinational Financial Management , Prentice Hall, New Delhi.

2. Apte, Prakash, “International Finance – A Business Perspective”, Tata McGraw Hill.

3. David B. Zenoff& Jack Zwick: International Financial Management.

4. Rita M. Rodriguez L. Bigame Carter: International Financial Management.

5. V. A. Avadhani: International Finance- Theory and Practice, Himalaya Publishing

House.

REFERENCES

1. Madura, Jeff, “International Corporate Finance”, Thomson South-Western.

2. Sharan, Vyuptakesh, “International Financial Management”, Prentice Hall of

India.

3. Jain, Peyrard, and Yadav’ “International Financial Management”, MacMillan

4. J. Fred Weston, Bart: Guide to International Financial Management.

5. Robery O. Edmister: Financial Institutions - markets and Management.

6. A.V. Rajwade: Foreign Exchange International Finance and Risk Management,

Prentice Hall.

4.6.3 RISK MANAGEMENT FOR BANKS AND INSURANCE COMPANIES

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Like every business, banks and insurance companies are exposed to risks. However, the risks

are very unique and most of the times beyond prediction, guess or even comprehension.

While ‘risk-taking’ is an integral part of both banking and insurance business, managing risk

to boost performance is a matter of challenge. This courses provides an outline of ‘risk

management’ among banks and insurance companies, highlighting the best practices in

Indian and global context

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To provide knowledge on various risks faced by banking companies.

- To provide knowledge on various risks faced by insurance companies.

- To make understand the various strategies adopted by banks and insurance

companies in effectively managing risks

OUTCOMES

By the end of the course, a student would

- Know the risks faced by banking and insurance companies.

- Understand the challenges in managing banks.

- Know the risk management strategies for banks and insurance companies.

- Get exposed to the best practices in India and other parts of the world, in respect

of ‘risk management’.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: OVERVIEW OF RISK MANAGEMENT IN BANKS 8 HOURS

Risk concept- Importance, The changing face of risk in banks, Types of Risks, Risk

Management framework, Organizational structure, Risk Identification- Risk

measurement/- Sensitivity, Risk monitoring and Control- Risk Reporting

2 MODULE 2: MANAGING CREDIT RISK 10 HOURS

Defining Credit risk, The Basel Committee’s Principles of Credit risk

Management,Measuring Credit risk, Credit rating framework, Introduction to some

popular credit risk models: Credit risk transfers- Securitization, Loan sales, Covered

bonds and Credit Derivatives, Managing credit risk.

3 MODULE 3: CAPITAL RISK - REGULATION AND ADEQUACY 10 HOURS

Concepts of Economic and Regulatory capital, Why regulate bank capital? Risk based

Capital Standards- Regulatory capital: Basel Accord- I, II, III, Illustrative problems on

calculating capital adequacy

4 MODULE 4: INTEREST RATE AND LIQUIDITY RISK 10 HOURS

Introduction, Asset- Liability Management, Managing and Measuring Interest rate risk,

Methods to reduce Interest rate risk, Managing Interest rate with Interest rate

derivatives, Liquidity risk- Sources, Approaches, Measuring Liquidity risk

5 MODULE 5: MANAGING MARKET RISK – BANKS INVESTMENT PORTFOLIO 10 HOURS

Basic concepts, The Treasury functions, Risks and Returns of Investment securities,

Measuring Interest rate risk with VAR, Approaches to VAR Computation, The Interplay

between Market and Credit risk.

6 MODULE 6: RISK MANAGEMENT IN INSURANCE COMPANIES 8 HOURS

Risk Management : Meaning and objectives, Basic categories risk, Methods of managing

risk/ Risk mitigation, Enterprise risk management, Risk management process, Different

scenarios and Risk management strategies, Personal risk management, Risk control and

Risk financing, Insurance market dynamics, Loss Forecasting

5. PEDAGOGY

a) Lectures and presentations.

b) Live examples and cases

c) Seminars from industry experts.

d) Assignments about interaction with banks and insurance companies

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Padmalatha Suresh and Justin Paul, Management of Banking and Financial Services,

Pearson, 3rd Edition, 2014

2. P.K. Gupta, Insurance and Risk Management, Himalaya publishing house, 2015

3. Harold D Stephen and W Jean Kwon, Risk Management and Insurance, Blackwell

Publishing co., New York, 2007

4. Jave S. Trieschimam, Sandra G. Guatarson, Robert E Houyt, Risk Management and

Insurance, Thomson Sowlla Western Singapore, 2003

5. K.C Shekhar and LekshmyShekhar, Banking Theory and Practice, Vikas Publication,

2013

6. JatinderLoomba: Risk Management and Insurance Planning PHI, 2014

7. L.M. Bhole and JitendraMahakud, Financial Institutions and Markets, 2012

8. Indian Institute of Banking and Finance, Risk Management, Mac Millan 2010

9. G. S. Popli and S. K. Puri, Strategic Credit Management in Banks, PHI, 2013

10. JyotsnaSethi and Nishwan Bhatia, Elements of Banking and Insurance, PHI, 2nd

Edition, 2012

11. Bharati.V. Pathak, The Indian Financial system, Pearson Education, 2nd Edition, 2008

12. Indian Institute of Banking and Finance, Bank Financial Management, Mac Millan,

2014

13. IIBF, “Risk Management”, Mc Milan, New Delhi.

14. Bagchi S.K., “Credit Risk Management”, Jaico Publishing House, Mumbai

ELECTIVE SUBJECTS

4.7 STARTUPS AND SMEs MANAGEMENT

4.7.1 TECHNOLOGY AND INNOVATION

4.7.2 INTERNATIONALIZATION OF SMEs

4.7.3 MANAGEMENT OF STARTUPS

4.7.1 TECHNOLOGY AND INNOVATION 1. GENERAL INFORMATION

No. of Credits per 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Small and medium enterprises (SMEs) have been considered one of the ‘driving forces’ of

modern economies due to their multifaceted contributions in terms of technological

innovations, employment generation, export promotion, etc. Of these, the ability of SMEs to

innovate assumes significance because innovation lends competitive edge to firms,

industries and ultimately, economies. Therefore, technological innovation has the potential

to spur growth of individual enterprises at the micro level and aggregate industries and

economies at the macro level. Associated with this high growth rates, SMEs in India are also

facing a number of problems like sub-optimal scale of operation, technological

obsolescence, supply chain inefficiencies, increasing domestic and global competition, fund

shortages, change in manufacturing strategies and turbulent and uncertain market scenario.

To survive with such issues and compete with large and global enterprises, SMEs need to

adopt innovative approaches in their working. Hence there is a need to study in this

perspective of technology and innovation among SMEs.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- To understand the importance of technology and innovation for SMEs

- To learn and understand various other dimensions of technology and innovation.

OUTCOMES

- By the end of the course, the students who are entrepreneurially inclined would

resort to better technology and more innovation

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 10 HOURS

Definition and characteristics of Technology – Market based and resource based views

of Technology - Impact of technology on business – meaning, importance and recent

developments in technological environment – Technology Trends in Indian Industry-

Concept and significance of management of technology – Growing importance of

Innovation in business

2 MODULE 2: SOURCES OF TECHNOLOGY AND INNOVATION 8 HOURS

Sources of technology- process of new product development - Linkage between

technology development and competition – IPR and Technology management.

Sources of Innovation: Internal and external sources, Competitive advantage to SME.

3 MODULE 3: TECHNOLOGICAL INNOVATION 10 HOURS

Relationship between Technology and Innovation - Forms of Technology Innovation –

Characteristics of Product & Process innovation – Status of Technological innovation in

Indian SMEs - Policy Imperatives

4 MODULE 4: TECHNOLOGY STRATEGY 10 HOURS

Concept and Key principles of technology strategy – framework for technology strategy

– relationship between technology and business strategies – Issues and constraints of

SME’s technology strategy.

5 MODULE 5: TECHNOLOGY, INNOVATION AND SMEs 10 HOURS

Technology Business Incubation (TBI) - ICT (Information and Communications

Technology) – Access to Modern affordable technology - Ecosystem for technology

transfer - Govt. policy imperatives for technology upgradation.

6 MODULE 6: PRACTICALS 8 HOURS

Five Case studies on award winning innovative SME’s at National Level.

5. PEDAGOGY

A mix of lectures, case study and a hands-on project

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Betz F , “Strategic Technology Management” , McGraw Hill, 1993

2. V.K. Narayanan , “Managing Technology and Innovation for Competitive Advantage”,

Prentice Hall , Ist Edition, 2000

3. Tarek Khalil , “Management of Technology” , McGraw Hill, 2000

4. Melissa A Schilling , Strategic Management of Technological Innovation , McGraw Hill,

4th Edition, 2012

5. Brychan Thomas, Christopher Miller, Lyndon Murphy Innovation and Small Business –

Volume 1,E-Book, www.bookboon.com

REFERENCES

1. BalaSubrahmanya, M H, M Mathirajan and K N Krishnaswamy(2008) “The Influence of

Technological Innovations on the Growth of Manufacturing SMEs”, Report submitted to

the Department of Science & Technology, Government of India, New Delhi.

2. Ray Oakey, AardGroen, Peter van der Sijde and Gary Cook “New Technology Based

Firms in the New Millennium” ISSN: 1876-0228, See more at:

http://www.emeraldgrouppublishing.com/products/books/series.htm?id=1876-

0228#sthash.RC0ih24v.dpuf

3. Tim Mazzarol, Sophie Reboud ,” Strategic Innovation in Small Firms – An International

Analysis of Innovation and Strategies Decision Making in Small to Medium Sized

Enterprises”, Edward Elgar Publishing, 2011

4. Innovation readiness of Indian SMEs: and Challenges – FICCI MSME Summit 2012

Report: Theme: “ Innovation & Clusters”

5. Chaminade, C. Vang, J, Innovation Policy for Asian SMEs: an Innovation Systems

Perspective, in H. Yeung Handbook of Research on Asian Business. Edward Elgar, 2006

4.7.2 INTERNATIONALIZATION OF SMEs

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

The emergence of multinational firms has been a distinct feature of globalization in the

developing countries. Many of the emerging multinational firms are small and medium

enterprises (SME), seeking to capitalize on their unique skills and capabilities and achieve

rapid growth and diversify the sources of their revenue streams. SMEs have used their social

capital to penetrate into foreign markets and acquire market share. However they are

unable to observe the strategies behind internationalization processes of SMEs. As more

and more firms enter the international business environment, there is increased

competition. Technological advancements, declining trade barriers etc. are driving the world

economy to become more and more integrated and this rapid globalization is enabling SMEs

to become international in a quicker yet effective manner. Advancements in information

technology and improvements in communication infrastructure have resulted in

opportunities for SMEs to participate in global markets in both developing and developed

countries. Since 1991, SMEs in India have been faced with new competitive intensity.

Improvements in resource utilization make it possible to sell a variety of products and

services from anywhere in the world and around the clock. This course will help to gain a

better understanding of internationalization of SMEs, strategies behind the

internationalization process of SMEs and various govt/non-govt support programs towards

SMEs internationalization.

3. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES

- The objective of this course is to motivate entrepreneurially minded students to

attempt internationalization in SMEs that they own and work for.

OUTCOMES - At the end of the course, the students must understand the nuts and bolts of

internationalization of SMEs.

4. COURSE CONTENT AND STRUCTURE

1 MODULE 1: INTRODUCTION 8 HOURS

Internationalisation: Introduction; Definition or Meaning of Internationalisation- Factors

influencing Internationalisation of SMEs - Steps in Internationalisation of SMEs-

International opportunities for SMEs – Benefits of Internationalization of SMEs.

2 MODULE 2: APPROACHES TO INTERNATIONALISATION 10 HOURS

Stages, Economic, Networks Holistic approaches - Integrative and knowledge-based

models. Gradualist, Born-Global, Born-Again Global approaches.

3 MODULE 3: FORMS AND MODES OF INTERNATIONALIZATION10 HOURS

Forms: Exporting - Joint Venture - FDI. Modes: Management contracts -Turn-key

Operations- Subcontracting – Licensing – Franchising – Overseas Branches – subsidiary -

Mergers and acquisitions - Ecommerce, International Trade Exhibition - Trade Journals

4 MODULE 4: SELECTION OF MARKETS 10 HOURS

Nature of Product - International market Information - Foreign Market Needs - Foreign

Competition - Support of Government Agencies.

5 MODULE 5: STRATEGIES FOR INTERNATIONALIZATION 10 HOURS

Geographical Concentration/Diversification, Product-Market Expansion Grid,

Ethnocentric , Polycentric , Geocentric, Regiocentric Strategies - Offensive and

Defensive Competitive Strategies.

6 MODULE 6: PRACTICALS 8 HOURS

Three Case studies of Export Oriented Units (EOU) and one Visit.

5. PEDAGOGY

A mix of lectures, case study and a hands-on project

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Nelly Daszkiewicz, Krzysztof Wach , “Internationalization of SMEs – Context, Models

and Implementation”, Gdańsk University of Technology Publishers, Ist Edition, 2012

2. VasanthKiran, MousumiMajumdar, Krishna Kishore , “Internationalization of SMEs:

Finding A Way Ahead Alliance School of Business”, Alliance University Bangalore

India: Available online at http://www.iasir.net

3. Bhalla V K, and S Shivaramu , “International Business : Environment and

Management “, Anmol Publications Pvt Ltd. Seventh Revised Edition, 2003

4. Challenges for SMEs: Agenda for Change Ms. Dolly Bhasin is the CEO of a knowledge

enterprise, Dr. S. P. Agarwal, Prof. & Head, CITT, IIFT, New Delhi, ICICI Bank SME

knowledge series

5. Moen, O. and Servais, P. (2002): “Born global or gradual global? Examining the

export behavior of small and medium-sized enterprises”, Journal of International

Marketing, 10 (3), 49-72.

6. Sharma, D.D. and Blomstermo, A. (2003): “The internationalization process of born

globals: A network view”, International Business Review, 12 (6), 739-753.

7. Bell, J., McNaughton, R. and Young, S. (2001): “Born-again’ global firms. An extension

to the ‘born global’ phenomenon”, Journal of International Management, 7, 173-

189.

REFERENCES

1. M V Ravikumar, N. Ramesh and M K Sridhar, “ Internationalization of SMEs –Study of

critical factors “, Research Study sponsored by Indo-Korean Institute for Science and

Technology, 2011

2. Top Barriers and Drivers to SME Internationalization”, Report by the OECD Working

Party on SMEs and Entrepreneurship, OECD, 2009

3. Karen Wilson , “Encouraging the Internationalization of SMEs”, OECD Papers, 2006, Vol

6, Issue 12, Pg 43

4. Gabrielsson, M. and Kirpalani, M.V.H. (2004): “Born globals: How to reach new business

space rapidly”, International Business Review, 13, 555-571.

5. Kundu, S. K. and Katz, J.A. (2003): “Born-internationals SMEs: BI-level impacts of

resources and intentions,” Small Business Economics, 20, 25–47

4.7.3 MANAGEMENT OF STARTUPS

1. GENERAL INFORMATION

No. of Credits per week 4

No. of Hours per week 4

2. PERSPECTIVE OF THE COURSE

Most new ventures face near fatal situations during the initial few years, threatening their

very existence. Many of these failures are for want of an understanding of the management

challenges of a new venture which are avoidable. These challenges are not the same as

those of a well-established firm. Managers and entrepreneurs, hence, need additional set of

attitudes, skills and knowledge to overcome these issues. Traditional MBA courses start with

the assumption of an existing business and its management where systems, processes and

relationships are already in place. Managing a start up venture is altogether a new

experience of simultaneously working on several fronts often with limited resources in

hand. Entrepreneurs should try to compress the new venture phase and move to the growth

phase like a meteor. This course will provide some insight into the challenges of successfully

managing this phase of a venture and its growth phase.

3. COURSE OBJECTIVES AND OUTCOMES

OBJECTIVES

- The course aims to make the students understand the managerial dimensions of

start-up ventures.

OUTCOMES

- By the end of the course, the students must get clarity of vision and roadmap for

managing the growth of new ventures.

4. COURSE CONTENT AND STRUCTURE

1MODULE 1: BUILDING HUMAN CAPITAL 10 HOURS

Recruitment of key individuals – man power planning and sourcing, talent

Management, learning and development, productivity of employees.

2 MODULE 2: BUILDING INFRASTRUCTURE 10 HOURS

Expansion of land and building, planning and procurement of additional machinery and

equipment, modernisation and technology up gradation, management of capital

expenditure.

3 MODULE 3: BUILDING MARKETING NETWORKS 10 HOURS

Expansion of market - Identifying new market segment, new distribution channels,

promotional tools, Technology of Marketing, New age marketing tools, Digital

marketing.

4 MODULE 4: BUILDING ORGANIZATION 10 HOURS

Design and development of organization structure, Departmentalization, organization

policies and processes, organizational culture - ethics and governance

5 MODULE 5: BUILDING VISION 8 HOURS

Vision, Mission, goals, objectives, and strategies, group dynamics and team building.

6 MODULE 6: PRACTICALS 8 HOURS

Two Industrial visits, Two Synergy case studies.

5. PEDAGOGY

A mix of lectures, case study and industrial visits

6. TEACHING/LEARNING RESOURCES

ESSENTIAL READINGS 1. Justin Longenecker, Leo B. Donlevy, Terri Champion, Carlos W. Moore, J. William

Petty, Leslie E. Palich , “Small Business Management: Launching and Growing New

Ventures”,Cengage Publication,5th Edition, 2013

2. Prof. AnjanRaichaudhuri , “Managing New Ventures – Concepts and Cases on

Entrepreneurship”, PHI Edition, 2011

3. Longenecker, Moore, Petty and Palich , “Managing Small Business”, Cengage

Learning, 15th India Edition, 2010

4. B.S. Bhatia, G.S. Batra , “Entrepreneurship and small business management”, Deep

and Deep Publications, 2002

REFERENCES

1. Chase, R.B, et. Al,” Operations Management for Competitive Advantage”, Tata

McGraw Hill, New Delhi, 11 edition, 2008

2. Berger, Lance A and Dorothy Berger, “The Talent Management Handbook”, Tata

McGraw Hill, New Delhi , 2nd Edition, 2011

3. Hartman, Laura P and AbhaChatterjee “ Perspectives in Business Ethics”, Tata

McGraw Hill, 3rd Edition, 2006

4. Hanson &Kalyanam, “Internet Marketing & e-commerce”, Thomson Learning,

Bombay.

5. Rosenbloom, Bert, “Marketing Channels: A Management View”, Thomson

Learning, New Delhi , 8th Edition, 2007

6. Bohlander / Snell / Sherman , “Managing HR( for training and development)”

Thomson Publication

7. Joseph Weiss , “O.B & Change “ , Vikas Publications , 2nd Edition

8. Ken Tanner , “The Entrepreneur’s guide to hiring a building the team” , Praeger

Publishers, 2008

9. A.Gupta , “Indian Entrepreneurial Culture”, New Age International Publication, Ist

Edition, 2009

Salient Features

·

Choice based credit system (CBCS) with credits, cumulative grade average and

open elective.

·

There are differential

credits to ensure

relative importance of the subjects.

·

Business & Industry and Innovation Management are the two new core subjects

brought in the rst year.

·

Health Care Management; Startups and SMEs Management and Banking, Finance

and Insurance Services (BFIS) are introduced as specialization streams

in the

second year.

· Open elective on Management Perspectives.

·

Provision for enhanced interaction with user system including industry.

·

There is provision for single or dual specialization.

·

Focus on one specialization stream in III and IV Semesters.

·

Weightage for Internal assessment increased.

·

Marks for book review, assignment, case writing and mini projects apart from

attendance and internal test.

·

Full time project work for four weeks

to ensure social and business orientation.

·

Full time dissertation for six weeks

in business organizations.

·

Uniform templates are used for course contents and resources.